>> Narrator: Live from Orlando, Florida, it's theCube covering PentahoWorld 2017 brought to you by Hitachi Ventara. >> Welcome back to theCube's live coverage of PentahoWorld brought to you by Hitachi Ventara. My name is Rebecca Knight, I'm your host along with my co-host, Dave Vellante. We're joined by Michael Weiss, he is the senior manager at NASDAQ, and Shere Saidon, who is analytics manager at NASDAQ. Thanks so much for coming back to theCube, I should say, you're Cube veterans now. >> We are, at least I am. This is his first year, this is his first time at PentahoWorld. So, excited to bring him along. >> Okay so you're a newbie but you're a veteran so. (laughing) >> Great. So, tell us a little bit about what has changed since the last time you came on, which was 2015, back then? >> So the biggest thing that's happened in the past 18 months is we've launched seven new exchanges. Integrated seven new exchanges. We bought the ISE, the International Stock Exchange, which is three options markets. We just completed that integration in August. We've also bought the Canadian, CHI-X, the Canadian Exchange, which also had three equities markets, so we integrated them, and we went live with a dark pool offering for Goldman back in June. So now we operate a dark pool for Goldman Sachs, and we're looking to kind of expand that offering at this point. >> So you're just getting bigger and bigger. So tell our viewers a little bit how Pentaho fits into this. >> So Pentaho is the engine that kind of does all our analytics behind the scenes at post trade, right. So we do a lot of traditionally TL, where we're doing batch processing. In the back-end we're doing a little bit more with the Hadoop ecosystem leveraging things like EMR, Spark, Presto, that type of stuff, And Pentaho kind of helps blend that stuff together a little bit. We use it for reporting, we do some of the BA, we're actually now looking to have the data Pentaho generates plug in a little bit of Tableau. So, we're looking to expand it and really leverage that data in other ways at this point. Even doing some things more externally, doing more data offerings via Pentaho externally. >> So I got to do a NASDAQ 101 for my 13 year-old. Came up to me the other day and said, "Daddy, what's the NASDAQ index and how does it work?" Well, give us a 20 second answer. >> Michael: On the NASDAQ index? >> Yeah, what's the NASDAQ Index and how does it work? >> Probably the wrong person to answer that one but, the index is generally just a blend of various stocks. So the S&P 500 is a blend of different stocks, much like that the cues, are NASDAQ's equivalent of the S&P, right, so, we use a different algorithm to determine the companies that make up that blend, but it's an index just like at the S&P. >> They're weighted by market cap- >> Michael: Right, yeah. >> And that determines the number at the end- >> Michael: Correct. >> And it goes up and down based on what the stock's index. >> Right, and that's how most people know NASDAQ, right. They see the S&P went up by 5 points, The Dow went down by 3 and the NASDAQ went up by a point, right. But most people don't realize that NASDAQ also operates 27 exchanges worldwide, I think it is now. So, probably a little bit more, maybe closer to 32, but... >> So you mentioned that you're doing a dark pool for Goldman >> Michael: Yes. >> So that's interesting. We were talking off camera about HFT and kind of the old days, and dark pools were criticized at the time. Now Goldman was one of the ones shown to be honest and above board, but what does that mean the dark pool for your business and how does that all tie in? >> Michael: So, dark pools are isolated markets, right, so they don't necessarily interact with the NASDAQ exchange themselves, it's all done within the pool. You interact with only people trading on that pool. What NASDAQ has done is we took our technology and we now host it for Goldman so, we have I-NETs our trading system, so we gave them I-NET, we built all the surrounding solutions, how you manage symbols, how you manage membership. Even the data, we curate their data in the AWS. We do some Pentaho transformations for them. We do some analytics for them. And that's actually going to start expanding, but yeah, we've provided them an entire solution, so now they don't have to manage their own dark pool. And now we're going to look to expand that to other potential clients. >> Dave: So that's NASDAQ as a technology >> Yes. >> Dave: Provider. Very interesting. So I was saying, earlier, the Hong Kong Stock Exchange is basically closing the facility where they house humans, again another example of machines replacing humans. So the joining, well NASDAQ, kind of, but NYSE, London Stock Exchange, Singapore, now Hong Kong... Essentially, electronic trading. So, brings us to the sort of technology underpinnings of NASDAQ. Shere, maybe you can talk a little bit about your role, and paint a picture of the technology infrastructure. >> Yeah so I focus primarily on the financial side of corporate finance. So we leverage Pentaho to do a lot of data integration, allow us to really answer our business questions. So, previously it would take days to put basic reporting together, now you've got it all automated, or we're working towards getting it mostly automated, and it just answer the questions that we need. And no longer use our gut to drive decisions, we're using hard data. And so that's helped us instrumentally in a lot of different places. >> Dave: So, talk more about the data pipeline, where the data's coming from, how you're blending it, and how you're bringing it through the pipeline and operationalizing it. >> Yeah, so we've got a lot of different billing systems, so we integrate companies, and historically we've let them keep their billings systems. So just kind of bring it all together into our core ERP, seeing how quantities...and just getting the data, and just figuring out on the basic side, how much do we make from a certain customer? What are we making from them? What happens in different scenarios if they consolidate, or if they default? And some of the pipeline there is just blending it all together, normalizing the data, making sure it's all in the same format, and then putting it in a format where our executives or business managers can actually make decisions off of it. >> Well you're talking about the decision making process, and you said it's no longer gut, you're using data to drive your decisions, to know which direction is the right direction. How big a change is that, just culturally speaking? How has that changed? >> Yeah, it's huge, at least on our side, it's making us a long more confident in the decisions we're making. We're no longer going in saying, hey this is probably how we should do it. No, the numbers are showing us that this is going to pay off, and we stick to it and look at the hard facts, rather than what do we think is going to happen? >> So, talk a little bit about what you guys are seeing here, and you're doing a lot of speaking here, we were joking earlier, you're kind of losing your voice. You're telling your story, what kind of reactions you getting? Share with us the behind the scenes at the conference. >> I think at this conference you're seeing a lot of people kind of fall in line with similar ideas that we're trying to get to. Taking advantage more instead of your traditional MPPs, or your traditional relational databases, moving more towards this Hadoop ecosystem. Leveraging Spark, Presto, Flume, all these various new technologies that have emerged over the past two to five years, and are now more viable than ever. They're easier to scale, if you look at your traditional MPPs, like we're a big Redshift user, but every time you scale it there's a cost with that, and we don't necessarily need to maintain all that data all the time, so something in the Hadoop ecosystem now lets us maintain that data without all the unnecessary cost. I see a lot of more of that than I did two years ago, a lot more people are following that trend. I think the other interesting trend I've seen this week is this idea of becoming more cloud agnostic. Where do you operate, and how do you store your data should be irrelevant to the data processing, and I think it's going to be a tough nut to crack for Pentaho, or any vendor. But if you can figure out a way to either do some type of cloud parity, where you have support across all your services, but you don't have to know which service you deploy to when you design your pipelines, I think that's going to be huge. I think we're a little ways from that, but that's been a common theme this week as well, both private and your big three cloud providers right now, your Googles, your Azures, and your AWS. >> So when I asked you said cloud agnostic, that's great, good vision and aspiration. The follow up would be, am I correct that you don't see it as data location agnostic, right, you want to bring the cloud model to your data, versus try to force your data into a cloud? Or not necessarily? >> A lot of it I think is being driven by not wanting to be vendor locked in, so they want to have the ability to, and I think this is easier said than done, the ability to move your data to different cloud providers based on pricing or offerings, right, and right now going from AWS to Google to Azure would be a very painful process. So you move petabytes of data across, it's not cost efficient and all the savings you want to realize by moving to maybe a Google in the future, are not going to be realized cause of all the effort it's going to take to get there. >> Dave: We had CERN on earlier, and they were working on that problem... >> Yeah, it's not a trivial problem to solve, but if you can crack that, and you can then say hey I wanna...even if I have a service offering, Like our operating a dark pool for Goldman. We also have a market tech side, where we sell our trading platform and various solutions to other exchanges worldwide. If we can come up with a way to be able to deploy to any cloud provider, even on an on-prem cloud, without having to do a bunch of customizations each time, that would be huge, it would revolutionize what we do. We're, as our own company, starting to look at that, and talking with Pentaho, they're also... are going to eye that as a potential way to go, with abstractions and things like that, but it's going to take some time. >> We're you guys here yesterday for the keynotes? >> Michael: Saw some of the keynotes, yes. >> The big messaging, like every conference that you go to, is be the disruptor, or you're going to get disrupted. We talked earlier off camera... Trading volumes are down, so the way you traditionally did business is changing, and made money is changing. >> Michael: Right. >> We talked earlier about you guys becoming a technology provider, I wonder if you could help us understand that a little bit, from the standpoint of NASDAQ strategy, when we hear your CEOs talk, real visionary, technology driven transformations. >> Yeah, I think Adena's coming in is definitely looking at that as a trend, right? Trading volumes are down, they've been going down, they've kind of stabilized a little bit, and we're stable able to make money in that space, but the problem is there's not a ton of growth. We acquire the ISE, we acquire the CHI-X, we're buying market share at that point. So you increase revenue, but you also increase overhead in that way. And you can only do so many major acquisitions at a time, you can only do how many one billion dollar acquisitions a year before you have to call it a day. And we can look at more strategic, smaller acquisitions for exchanges, but that doesn't necessarily bring you the transformation, the net revenue you're looking for. So what Adena has started to look at is, how do we transform to more of a technology company? We're really good at operating exchanges, how do we take that, and we already have market tech doing it, but how do we make that more scalable, not just to the financial sector, but to your other exchanges, your Ubers or your StubHubs of the world? How do you become a service provider, or a platform as a service for these other companies, to come in and use your tech? So we're looking at how do we rewrite our entire platform, from trading to the back-end, to do things like: Can we deploy to any cloud provider? Can we deploy on-prem? Can we be a little bit more technology agnostic so to speak, and offer these as services, and offer a bunch of microservices, so that if a startup comes up and wants to set up an exchange, they can do it, they can leverage our services, then build whatever other applications they want on top of it. I think that's a transformation we need to go through, I think it's good vision, and I'm looking forward to executing it. It's going to be a couple years before we see the fruits of that labor, but Adena's really doing a great job of coming in, and really driving that innovation, and Brad Peterson as well, our CIO, has really been pushing this vision, and I think it's really going to work out for us, assuming we can execute. >> Well you know what's interesting about that, if I may, is financial services is usually so secretive about their technology, right? But your business, you guys are becoming a technology provider, so you got to face the world and start marketing your capabilities now, and opening about that. It's sort of an interesting change. >> I think you'll see that starting to become more of a thing over the next year or two, as we start actually looking to build out the platform and figure it out. We do market on the market tech side, I mean it's not a small business, but we're more strategic about who we market to, cause we're still targeting your financial exchanges, more internationally than in the U.S., but there's only so many of them, again you have to start looking at rebranding, rebuilding, and rethinking how we think about exchanges in general, and not thinking of them as just a financial thing. >> Well that's what I wanted to get into, because you're talking about this rebranding, and this rebuilding, this transformation, to the backdrop within an industry that is changing rapidly, and we have sort of the threat of legislative reform, perhaps some administrative reforms coming down all the time, so how do you manage that? I mean, those are a lot of pressures there, are you constantly trying to push the envelope right up until any changes take place? Or what would you say Shere and Michael? >> Probably again not the right person to ask about this, but we're definitely trying to stay on top of the cutting edge in innovation and the technologies out there that, whether it be Blockchain, or different types of technologies. I mean we're definitely trying to make sure we're investing in them, while maintaining our core businesses. >> Right, it's trying to find that balance right now of when to make the next step in the technology food chain, and when to balance that with regulatory obligations. And if you look at it, going back to the idea of being able to launch marketplaces, I think what you're ending up seeing over the coming years is your Ubers, your StubHubs, I think they're going to become more regulated at some level. And we're good at operating more regulated markets, so I think that's where we can kind of come in and play a role, and help wade through those regulations a little bit more, and help build software to adhere to those regulations. >> Since you brought up Blockchain, Jamie Dimon craps all over Blockchain, or you know, Bitcoin, and then clarifies his remarks, saying look, technology underneath is here to stay. Thoughts on Blockchain? Obviously Financial Services is looking at it very closely, doing some really advanced stuff, what can you tell us? >> Yeah, I think there's no argument that it's definitely an innovation and a disruptive technology. I think that it's definitely in it's early stages across the board, so we're investing in it where we can, and trying to keep a close eye on it. We think that there's a lot of potential in a lot of different applications. >> As the NASDAQ transforms its business, how does that effect the sort of back-end analytics activity and infrastructure? >> The data is just growing, that's like the biggest challenge we have now. Data that used to be done in Excel, it's just no longer an option, so now in order to get the insights that we used to get just from having a couple people doing Excel transformations, you need to now invest in the infrastructure in the back-end, and so there's a lot that needs to go into building out an infrastructure to be able to ingest the data, and then also having the UI on the front-end, so that the business can actually view it the way they want. >> So skills wise, how's that affecting who you guys are hiring and training? And how's that transformation going? >> Michael: I'll let you go first. >> I think there's definitely, data analytics is a hot field. It's very new, there's definitely a big skills gap in administrative work and in the analytics side. Usually you have people could perform analytical functions just by being administrative or operational, and now it's really, we're investing in analysts, and making sure that we have the right people in place to be able to do these transformations, or pull the data and get the answers that we need from them. >> I mean from the tech side, I think what you're seeing is where we traditionally would just plug a developer in there, whether a Java developer, or an ETL developer, I think what you're seeing now is we're looking to bring more of a business minded data analyst to the tech side, right? So we're looking to bring a data engineer, so to speak, more to the tech side. So we're not looking to hire a traditional four year Computer Science degree, or Software Engineering degree, you're looking for a different breed of person, cause quite honestly because you're traditional Java dev. or C++ developer, they're not skilled or geared towards data. And when we've tried to plug that paradigm in, it just doesn't really work, so we're looking now to hiring more of an analyst, but someone who's a little bit more techie as well. They still need to have those skills to do some level of coding, and what we are finding is that skill gap is still very much... There's a gap there. There's a huge gap. And I think it's closing, but- >> And as you have to fund those for the new areas, I presume, like many companies in your business, you're trying to move away from the sort of undifferentiated low-level infrastructure deployment hassles, and the IT labor costs there, especially as we move to the cloud, presumably, so is that shift palpable? I mean, can you see that going on? >> Yeah, I think we made a lot of progress over the past couple years in doing that. We do more one button deployments, where the operation cost is a lot lower, a lot more automation around alerting, around when things go wrong, so there's not necessarily a human being sitting there watching a computer. We've invested a lot in that area to kind of reduce the costs, and make the experience better for our end user. And even from a development side, the cost of a new application is a lot less every time you have to do a release. The question is, how do you balance that with the regulations, and make sure you still have a good process in place. The idea of putting single button deployments in place is a great one, but you still have to balance that with making sure that what you push to productions been tested, well defined, and it meets the need, and you're not just arbitrarily throwing things out there. So we're still trying to hit that balance a little bit, it's more on the back-end side. The trading system is not quite there for obvious reasons, we're way more protective of what goes out there, then surrounding it a lot of the times, but I can see a future where, again going back to this idea of transforming our business, where you can stand up and do an exchange with the click of a button. I think that's a trend we're looking at. >> Rebecca: It's not too far in the future. >> No, I don't think it is. >> Last question, Pentaho report card. What are they doing really well? What do you want to see them do better? >> I think they continue to focus in the right areas, focusing more on the data processing side, and with the big data technologies, trying to fill that gap in the big data, and be the layer that you don't have to tie yourself to ike vCloud Air or MapR, you can kind of be a little bit more plug and play. I think they still need to do some improvements on there visualizations in their front-ends. I think they've been so much more focused on the data processing, that part of it, that the visualization's kind of lacked behind, so I think they need to put a little more focus into that, but all in all, they're an A, and we've been extremely happy with them as a software provider. >> Great. >> Shere: I think the visualization part is the part that allows people to understand that value being created at Pentaho. So I think being able to maybe improve a little bit on the visualization could go a far way. >> Michael, Shere, it's been so much fun having you on theCube, and having this conversation, keep that bull market coming please, do whatever you can. >> We'll do our best. >> I'm Rebecca Knight. We are here at PentahoWorld, sponsored by Hitachi Vantara. For Dave Vellante, we will have more from theCube in just a little bit.

>> Announcer: Live from San Jose, in the heart of Silicon Valley, it's theCUBE. Covering AWS Summit 2016. (upbeat electronic music) >> Hello everyone, welcome to theCUBE. Here, live in Silicon Valley, at Amazon Web Services, AWS Summit, in Silicon Valley. I'm John Furrier, this is theCUBE, our flagship program. We go out to the events and extract the signal from the noise. I'm here with my co-host. Introducing Lisa Martin on theCUBE, new host. Lisa, you look great. Our first guest here is David Richards, CEO of WANdisco. Welcome to theCUBE, good to see you. >> Good to see you, John, as always. >> So, I've promised a special CUBE presentation, $20 bill here that I owe David. We played golf on Friday, our first time out in the year. He sandbagged me, he's a golfer, he's a pro. I don't play very often. There's your winnings, there you go, $20, I paid. (smooching) (laughing) I did not well challenge your swing, so it's been paid. Great fun, good to see you. >> It was great fun and I'm sorry that I cheated a little bit, mirror in the bathroom still running through your ears. >> I love the English style. Like all the inner gain and playing music on the course, it was great a great time. When we went golfing last week, we were talking, just kind of had a social get-together but we were talking about some things on the industry mind right now. And you had some interesting color around your business. We talked about your strategy of OEMing your core technology to IBM and also you have other business deals. Can you share some light on your strategy at WANdisco with your core IP, and how that relates to what's going on in this phenom called Amazon Web Services? They've been running the table on the enterprise now and certainly public cloud for years. $10 billion, Wikibon called that years ago. We see that trajectory not stopping but clearly the enterprise cloud is what they want. Do you have a deal with Amazon? Are you talking to them and what is that impact your business? >> Well I mean the wonderful thing is if you go to AWS Marketplace, you go to that front page, we're one of the feature products on the front page of the AWS Marketplace, so I think that tells you that we're pretty strategic with Amazon. We're solving a big problem for them which is the movement of data in and out of public cloud. But you asked an interesting question about our business model. When we first came into the whole big date marketplace we went for the whole direct selling thing like everybody does, but that doesn't give you a lot of operational leverage. I mean we're in accounts with IBM right now, you mentioned earlier, MR technology. At a big automotive company they have 72 enterprise sales guys, 72. We could never get to that scale any time soon. >> And you have relationships too. So it's not like they like, you know, just knocking on doors selling used cars. They are strategic high-end enterprise sales. >> Exactly. That gives us a tremendous amount of operational leverage and AWS is one of the great stories, will be one of the great IT stories of the century. To go from zero to 15 billion. If AWS was an independent company, faster than any other enterprise software company in the history of mankind, is just incredible. >> Yeah, well, enterprise obviously, they care about hybrid cloud, which you know all about through your IBM relationship. Andy Jassy at Amazon, the CEO now of Amazon. Newly announced title, he's certainly SVP, basically he's been the CEO of Amazon. He's been on record, certainly on stage, and on theCUBE saying, why do even companies need data centers? That kind of puts you out of business. You have a data center product, or is the cloud just one big data center? Will there ultimately be no data center at all? What's your thoughts? >> That's a great question. We see the cloud as just one great big data center or actually many great big data centers. And how you actually integrate those together, how you move data between data centers, how you arbitrage been cloud vendors. Are you really going to put all your eggs into one basket? You're going to put everything into AWS. Everything into Azure. I don't think you will. I think you'll need to move data around between those different data centers and then how about high availability? How do you solve that problem? Well WANdisco solves that problem as well. >> So a couple of questions for you David. One of the things that Dr. Wood said in the keynote today was friends don't let friends build data centers. So I wanted to get your take on that as well as from an IBM perspective. We just talked about the OEM opportunity that you're working there to get to those large enterprises. Does that mean that you're shifting your focus for enterprise towards IBM? Where does that leave WANdisco and Amazon as we see Amazon making a big push to the enterprise? >> So I think that was some big news that came out last week that was missed largely by the industry, which was the FCA, the financial regulatory authority in the United Kingdom, came out and said, we see no reason why banks cannot move to cloud from a regulatory perspective. That was one of the big fears that we all had which is are banks actually going to be able to move core infrastructure into a public cloud environment? Well now it turns out they can. So we're all in on cloud. I mean, we can see, if you look at the partnerships that we're focused on, it's the sort of four/five cloud vendors. It's the IBM, the AWS, Azure, Oracle, when they finally built that cloud, and so on. They're the key partnerships that we see in the marketplace. That will be our go-to market strategy. That is our go-to market strategy. >> So one of the things that's clear is the data value and you do a lot of replications. So one of the things that, I forget which CUBE segment we've done over the years, that's Hurricane Sandy I think it was, in New York City. You guys were instrumental in keeping the up-time and availability. >> Lisa mentioned, Amazon vis-a-vis IBM, obviously two different strategies, kind of converging in on the same customer. Amazon's had problems with availability zones and they're rushing and running like the wind to put up new data centers. They just announced a new data center in India just recently. Andy Jassy and team were out there kicking that off. So they're rushing to put points of presence, if you will, for lack of a better word, around the world. Does that fit into your availability concept and how do customers engage with you guys with specifically that kind of architecture developing very fast? >> I think that's a really great question. There are problems, there have been historic problems with general availability in cloud. There are lots of 15-minute outages and so on that cost billions and billions of dollars. We're working very closely and I can't say too much about it with the teams that are focused on enabling availability. Clearly the IBM OEM is very focused on the movement of data from the hybrid cloud, I'm from a data availability perspective. But there's a great deal of value in data that sits in cloud and I think you'll see us do more and more deals around general cloud availability moving forward. >> Is there a specific on that front project that you can share with us where you've really helped a customer gain significant advantage by working with AWS and facilitating those availability objectives, security compliance? >> So, one of the big use cases that we see, and it's kind of all happening at once really, is I built an on-premise infrastructure to store lots and lots of data, now I need to run compute and analytics against that data and I'm not going to build a massive redundant infrastructure on-premise in order to do that, so I need to figure out a way to move that data in and out of cloud without interruption to service. And when we are talking about large volumes of data, you simply can't move transactional data in and out of cloud using existing technology. AWS offers something called Snowball where you put it into a rugged ICE drive and then you ship it to them, but that's not really streaming analytics is it? Most of our use cases today are either involved in either the migration of data from on-premise into cloud infrastructure, or the movement of data for an atemporal basis so I can run compute against that data and taking advantage of the elastic compute available in cloud. They are really the two major use cases that web, and we're working with a lot of customers right now that have those exact problems. >> So majority of your customers are more using hybrid cloud versus all in the public cloud? >> Hybrid falls into two categories. I'm going to use hybrid in order to migrate data because I need to keep on using it while it's moving. And secondly I need to use hybrid because I need to build a compute infrastructure that I simply can't build behind firewall. I need to build it in cloud. >> So the new normal is the cloud. There was a tweet here that says, database migration, now we can have an Oracle Exadata data dispute that we're ready to throw into the river. (David laughs) Database migration is a big thing and you mentioned it on the first question that moving in and out of the cloud is a top concern for enterprises. This is one of those things, it's the elephant in the room, so to speak. No pun intended AKA Hadoop. Moving the data around is a big deal and you don't want to get a roach motel situation where you can check in and can't check out. That is the lock-in that enterprise customers are afraid of with Amazon. You're thoughts there, and what do you guys offer your customers. And if you can give some color on this whole database migration issue, real, not real? >> The big problem that the Hadoop market has had from a growth perspective is applications. And why they had a problem, well it's the concept of data gravity. The way that the AWS execs will look at their business the way that the Azure execs will look at their business at Microsoft. They will look at how much data they actually have. Data gravity. The implication being if I have data then the applications follow. The whole point of cloud is that I can build my applications on that ubiquitous infrastructure. We want to be the kings of moving data around right? Wherever the data lands is where the applications follow. If the applications follow, you have a business. If the applications don't follow, then it's probably a roach motel situation, as you so quaintly put it. But basically the data is temporal. It will move back to where the applications are going to be. So where the applications are, and it's who is going to be the king of applications, will actually win this race. >> So, question, in terms of migration, we're hearing a lot about mass migration. Amazon's even doing partner competency programs for migration. Not to trivialize it, talk to us about some of the challenges that you are helping customers overcome when they sort of don't know where to start when it comes to that data problem? >> If it's batch data, if it's stuff that I'm only going to touch if it's an archive, that I only going to touch once in a blue moon, then I can put it into Snowball and I can ship my Snowball device. I can sort of press the pause button akin to when I'm copying files into a network drive where you can't edit them, and then wait for two months, three months. Wait for them to turn up in AWS and that's fine. If it's transactional data where maybe 80% of my data set changes on a daily basis and I've got petabyte scale data to move, that's a hard problem. That requires active transactional data migration. That's a big mouthful, but that's really important for run-time transactional data. That's the problem that we solve. We enable customers, without interruption to service to move a massive scale active transactional data into cloud without any interruption of service. So I can still use it while it's moving. >> One of the things we were talking about before you came on was the whole global economy situation. I think a year and a half ago, or two years ago, you predicted the housing bubble bursting in London. You're in the London Exchange, you're a public company. Brexit, EU. These are huge issues that are going to impact, certainly North America looking healthy right now but some are saying that there's a big challenge and certainly the uncertainty of the U.S. presidency candidates that are lack of thereof. The general sentiment in the U.S. We're in a world of turmoil. So specifically the Brexit situation. You guys are in London. What does this impact your business and is that going to happen? Or give us some color and insight into what the countrymen are thinking over there. >> Okay, so, I get asked by, I live here of course, and I've lived here for 19 years. It feels like I'm recolonizing sometimes, I have to say. No, I'm joking. I get asked by a lot of Americans what the situation is with Brexit and why it happened. And for that you have to look at economics. If you sort of take a step back, in Northern Europe nine of the 10 poorest parts of Northern Europe are in the U.K. And one, only one of the top 10 richest parts is in the U.K. and that's London. So basically outside of London the U.K. has a really big problem. Those people are dissatisfied. When people are dissatisfied, if they're not benefiting from an economic upturn, if governments make it, like the conservative government for the past four years made huge cuts, those people don't benefit, and they really feel pissed off and they will vote against the government. >> John: So protest vote pretty much? >> Brexit was really, I think, a protest vote. It's people dissatisfied. It's people voting basically anti-immigration which is, being in the U.S., is a really foreign thing to us. >> But there are some implications to business. I mean obviously there's filings, there's legal issues, obviously currency. Have you been impacted positively, negatively and what is the outlook on WANdisco's business going forward with the Brexit uncertainty and/or impact? >> We're in great shape because we buy pounds. We buy labor that's now discounted by 20% in the U.K. I just got back from the U.K. If you want to go on vacation, Americans, anywhere, go to London this summer and go shopping because everything is humongously discounted for us American's right now. It's a great time to be there. So from a WANdisco perspective-- >> John: How does that affect the housing bubble too? >> I said to you about a year ago that the London housing market was akin to the jewelry shops that existed in Hong Kong a few years ago, where the Chinese used to come over and basically launder money by buying huge diamonds and bars of gold and things. If you look at the London housing market it is primarily fueled by the Saudis and by the Russians who have been buying Hyde Park Corner 100 million pounds, $160 million, well $140 million now, apartments and so on in London. Now seven, and I repeat seven housing funds in the U.K. last week canceled redemptions. Which means that they can foresee liquidity problems coming in those funds. I think you're about to see a housing crash in London, the like of which we've never seen before, and I think it would be very sad and I think that will make people really question the Brexit decision. >> John: So sell London property now people? >> Yes. >> Before the crash. >> And go shopping, I heard the go shopping. So following along that, you talked about the significant differential between London and the rest of the U.K. You're from Sheffield, you're very proud of that. You've also been proud of your business really helping to fuel that economy. How do you think Brexit is going to affect WANdisco in your home area of Sheffield. >> I don't think it really will. I think our employees there, relative terms, very well paid. They're working on interesting things. They're working very closely with the AWS team, for example, the S3 team, the MR team. And building our technology, we're liaising very closely with them. They're doing lots of interesting things. I suspect their vacations into Europe and their vacations to the United States have just gone up by about 20% which will reduce the amount of beer that they can drink. It's a big beer drinking part of the world in Sheffield. Sheffield is, in terms of cost of living, is relatively low compared to the rest of the U.K. and I think those people will be pretty happy. >> David, I appreciate you coming on theCUBE. I want to give you the final word here on the segment because you're a chief executive officer of a public company. You've been in the industry for awhile. You've seen the trials and tribulations of the Hadoop ecosystem. Now basically branded as the data ecosystem. As Hortonworks has recently announced, Hadoop Summit is now being called Data Works Summit. They're moving from the word Hadoop to Data. Clearly that's impacting all the trends. Cloud data, mobile is really the key. I want you, and I'm sure you get this question a lot, I would like you to take a minute and explain to the audience that's watching, what's this phenom of Amazon Web Services really all about? What's all the hub-bub about? Why is everyone fawning over Amazon now? When you go back five years ago, or 10 years ago when it started, they were ridiculed. I remember when this started I loved it, but they were looked at as just a kind of a tinkering environment. Now they're the behemoth and just on an unstoppable run and certainly the expansion has been fantastic under Andy Jassy's leadership. How do you explain it to normal people what's going on at Amazon? Take a minute please. >> So Amazon is, and that's a brilliant question, by the way. Amazon is the best investor-relation story ever, and I mean ever. What Bezos did is never talked about the potential size of the market. Never talked about this thing was going to generate lots of cash. He just said, you know what, we're building this little internet thing. It might, it might not work. It's not going to make any money. And then in the blink of an eye, it's a $15 billion revenue business growing faster than any other part of his business and throwing off cash like there's no tomorrow. It is just the most non-obvious story in technology, in business, of any public company ever. I mean AWS, arguably, as a stand alone entity, is almost worth as much as Oracle. An unbelievable, an unbelievable story and to do that with all the complexity. I mean mean running a public company with shareholder expectations, with investor relations where you have to constantly be positive about what's going on. For him to do that and never talk about making a profit, never talk about this becoming a multi-billion dollar segment of their business, is the most incredible thing. >> So they've been living the agile. Certainly that's the business story, but they've been living the agile story relative to announcing the slew of new products. Basic building blocks S3, EC2 to start with, as the story goes from Andy Jassy himself, and then a slew of new services. It's a tsunami of every event of new services. What is the disruptive enabler? What's the disruption under the hood for Amazon? How do you explain that? >> Well, I mean what they did is they took a really simple concept. They said, okay, storage, how do we make storage completely elastic, completely public, in a way that we can use the public internet to get data in and out of it. Right? That sounds simple. What they actually built underneath the covers was an extremely complex thing called object store. Everybody else in the industry completely missed this. Oracle missed it, Microsoft missed it, everybody missed it. Now we're all playing catch-up trying to develop this thing called object store. It's going to take over, I mean, somebody said to me, what's the relevance of Hadoop in cloud? And you have to ask that question. It's a relevant question. Do you really need it when you've got object store? Show me side-by-side, object store versus every, you know, Net Apple, Teradata, or any of those guys. Show me side-by-side the difference between the two things. There ain't a lot. >> Amazon Web Service is a company that can put incumbents out of business. David, thanks so much. As we always say, what inning are we in? It's really a double-header. Game one swept by Amazon Web Services. Game two is the enterprise and that's really the story here at Amazon Web Services Summit in Silicon Valley. Can Amazon capture the enterprise? Their focus is clear. We're theCUBE. I'm John Furrier with Lisa Martin. We'll be right back with more after this short break. (techno music)