>>Hello friends and welcome back to Fabulous Las Vegas, Nevada, where we are live from the show floor at AWS Reinvent. My name is Savannah Peterson, joined by my fabulous co-host John Furrier. John, how was your lunch? >>My lunch was great. Wasn't very complex like it is today, so it was very easy, >>Appropriate for the conversation we're about >>To have. Great, great guests coming up Cube alumni and great question around complexity and how is wellbeing teams be good? >>Yes. And, and and on that note, let's welcome John from DeWit as well as Danny from Inox. I swear I'll be able to say that right by the end of this. Thank you guys so much for being here. How's the show going for you? >>Excellent so far. It's been a great, a great event. You know, back back to pre Covid days, >>You're still smiling day three. That's an awesome sign. John, what about you? >>Fantastic. It's, it's been busier than ever >>That that's exciting. I, I think we certainly feel that way here on the cube. We're doing dozens of videos, it's absolutely awesome. Just in case. So we can dig in a little deeper throughout the rest of the segment just in case the audience isn't familiar, let's get them acquainted with your companies. Let's start with do it John. >>Yeah, thanks Savannah. So do it as a global technology company and we're partnering with deleted cloud providers around the world and digital native companies to provide value and solve complexity. John, to your, to your introductory point with all of the complexities associated with operating in the cloud, scaling a business in the cloud, a lot of companies are just looking to sort of have somebody else take care of that problem for them or have somebody they can call when they run into, you know, into problems scaling. And so with a combination of tech, advanced technology, some of the best cloud experts in the world and unlimited tech support or we're offloading a lot of those problems for our customers and we're doing that on a global basis. So it's, it's an exciting time. >>I can imagine pretty much everyone here on the show floor is dealing with that challenge of complexity. So a couple customers for you in the house. What about you Danny? >>I, I come from a company which operates in a financial industry market. So we essentially a global broker, financial trading broker. Which what this means for those people who don't really understand, essentially we allow clients to be able to trade digitally and speculate with different pricing, pricing tools online. We offer a different products for different type of clients. We have institutional clients, we've got our affiliates, partners programs and we've got a retail clients and this is where AWS and Doit comes handy allows us to offer our products digitally across the globe. And one of the key values for us here is that we can actually offer a product in regions where other people don't. So for example, we don't compete in North America, we don't compete in EME in Europe, but we just do it in AWS to solve our complex challenges in regions that naturally by, depending on where they base, they have like issues and that's how we deliver our product. >>And which regions, Latin >>America, Latin, the entire Africa, subcontinent, middle East, southeast Asia, the culture is just demographic is different. And what you used to have here is not exactly what you have over there. And obviously that brings a lot of challenges with onboarding and clients, deposit, trading activities, CDN latency, all of >>That stuff. It's interesting how each region's different in their, their posture with the cloud. Someone roll their own, someone outta the box. So again, this brings up this theme this year guys, which is about end to end seeing purpose built like specialty solutions. A lot of solutions going end to end with data makes kind of makes it more complicated. So again, we got more complexity coming, but the greatest the cloud is, you can abstract that away. So we are seeing this is a big opportunity for partners to innovate. You're seeing a lot of joint engineering, a lot more complexities coming still, but still end to end is the end game so to speak. >>A absolutely John, I mean one, one of the sort of ways we describe what we try to do for our customers like Equinox is to be your co-pilot in the cloud, which essentially means, you know, >>What an apt analogy. >>I think so, yeah, >>Well, well >>Done there. I think it works. Yvanna. Yeah, so, so as I mentioned, these are the majority or almost all of our customers are pretty sophisticated tech savvy companies. So they don't, you know, they know for most, for the most part what they're trying to achieve. They're approaching scale, they're at scale or they're, or they're through that scale point and they, they just wanna have somebody they can call, right? They need technology to help abstract away the complex problem. So they're not doing so much manual cloud operational work or sometimes they just need help picking the next tech right to solve the end to end use case that that they're, that they're dealing with >>In business. And Danny, you're rolling out solutions so you're on, you're on the front lines, you gotta make it easier. You didn't want to get in the weeds on something that should be taken care of. >>Correct. I mean one of the reasons we go do it is you need to, in order to involve do it, you need to know your problems, understand your challenges, also like a self review only. And you have to be one way halfway through the cloud journey. You need to know your problems, what you want to achieve, where you want to end up a roadmap for the next five years, what you want to achieve. Are we fixing or developing a building? And then involve those guys to come and help you because they cannot just come with magic one and fix all your problems. You need to do that yourself. It's not like starting the journey by yourself. >>Yeah. One thing that's not played up in this event, I will say they may, I don't, they missed, maybe Verner will hit it tomorrow, but I think they kind of missed it a little bit. But the developer productivity's been a big issue. We've seen that this year. One of the big themes on the cube is developer productivity, more velocity on the development side to keep pace with what's on, what solutions are rolling out the customers. And the other one is skills gap. So, and people like, and people have old skills, like we see VMware being bought by Broadcom for instance, got a lot of IT operators at VMware, they gotta go cloud somewhere. So you got new talent, existing talent, skill gaps, people are comfortable, yet the new stuff's there, developers gotta be more productive. How do you guys see that? Cuz that's gonna be how that plays now, it's gonna impact the channel, the partnership relationship, your ability to deliver. >>What's your reaction to that first? Well I think we obviously have a tech savvy team. We've got developers, we've got dev, we've got infrastructure guys, but we only got so much resource that we can afford. And essentially by evolving due it, I've doubled our staff. So we got a tech savvy senior solution architects which comes to do the sexy stuff, actually develop and design a new better offering, better product that makes us competitive. And this is where we involved, essentially we use the due IT staff as an staff employees that our demand is richly army of qualified people. We can actually cherry pick who we want for the call to do X, Y, and Z. And they're there to, to support you. We just have to ask for help. And this is how we fill our gap from technical skills or budget constrained within, you know, within recruitment. >>And I think, I think what, what Danny is touching on, John, what you mentioned is, is really the, the sort of the core family principle of the company, right? It's hard enough for companies like Equinox to hire staff that can help them build their business and deliver the value proposition that they're, that they see, right? And so our reason for existence is to sort of take care of the rest, right? We can help, you know, operate your cloud, show you the most effective way to do that. Whether they're finops problems, whether they're DevOps problems, whether dev SEC ops problems, all of these sort of classic operational problems that get 'em the way of the core business mission. You're not in the business of running the cloud, you're in the business of delivering customer value. We can help you, you know, manage your cloud >>And it's your job to do it. >>It is to do it >>Can, couldn't raise this upon there. How long have y'all been working together? >>I would say 15 months. We took, we took a bit of a conservative approach. We hope for the baseball, prepare for the worst. So I didn't trust do it. I give them one account, start with DEF U A C because you cannot, you just have to learn the journey yourself. So I think I would, my advice for clients is give it the six months. Once you establish a relationship, build a relationship, give them one by one start slowly. You actually understand by yourself the skills, the capacity that they have. And also the, for me consultants is really important And after that just opens up and we are now involving them. We've got new project, we've got problem statement. The first thing we do, we don't Google it, we just say do it. Log a ticket, we got the team. You're >>A verb. >>Yeah. So >>In this case we have >>The puns are on list here on the Cuban general. But with something like that, it's great. >>I gotta ask you a question cuz this is interesting John. You know, we talked last year on the cube and, and again this is an example of how innovations playing out. If you look at the announcements, Adam Celski did and then sw, he had 13 or so announcements. I won't say it's getting boring, but when you hear boring, boring is good. When you start getting into these, these gaps in the platforms as it grows. I won't say they was boring cause that really wasn't boring. I like the data >>Itself. It's all fascinating, John, >>But it, but it's a lot of gap filling, you know, 50 connectors you got, you know, yeah. All glue layers being built in AI's critical. The match cloud is there. What's the innovation? You got a lot of gaps being filled, boring is good. Like Kubernetes, we say there boring means, it's being invisible. That means it's going away. What's the exciting things from your perspective in cloud here? >>Well, I think, I mean, boring is an interesting word to use cuz a company with the heritage of AWS is constantly evolving. I mean, at the core of that company's culture is innovation, technology, development and innovation. And they're building for builders as, as you know, just as well as I do. Yeah. And so, but what we find across our customer base is that companies that are scaling or at scale are using maybe a smaller set of those services, but they're really leveraging them in interesting ways. And there is a very long tail of deeper, more sophisticated fit for purpose, more specific services. And Adam announced, you know, who knows him another 20 or 30 services and it's happening year after year after year. And I think one of the things that, that Danny might attest to is, I, I spoke about the reason we exist and the reason we form the company is we hold it very, a very critical part of our mission is to stay abreast of all of those developments as they emerge so that Danny and and his crew don't have to, right? And so when they have a, a, a question about SageMaker or they have a question about sort of the new big data service that Adam has announced, we take it very seriously. Our job is to be able to answer that question quickly and >>Accurately. And I notice your shirt, if you could just give a little shirt there, ops, cloud ops, DevOps do it. The intersection of the finance, the tuning is now we're hearing a lot of price performance, cost recovery, not cost recovery, but cost management. Yeah. Optimizing. So we're seeing building scale, but now, now tuning almost a craft, the craft of the cloud is here. What's your reaction to that? It, >>It absolutely is. And this is a story as old as the cloud, honestly. And companies, you know, they'll, they'll, companies tend to follow the same sort of maturity journey when they first start, whether they're migrating to the cloud or they were born in the cloud as most of our customers are. There's a, there's a, there's an, there's an access to visibility and understanding and optimization to tuning a craft to use your term. And, and cost management truly is a 10 year old problem that is as prevalent and relevant today as it was, you know, 10 years ago. And there's a lot of talk about the economics associated with the cloud and it's not, certainly not always cheaper to run. In fact, it rarely is cheaper to run your business from any of the public cloud providers. The key is to do it and right size it and make sure it's operating in accordance and alignment with your business, right? It's okay for cloud process to go up so long as your top line is also >>Selling your proportion. You spend more cloud to save cloud. That's it's >>Penny wise, pound full. It's always a little bit, always a little bit of a, of a >>Dilemma on, on the cost saving. We didn't want to just save money. If you want to save money, just shut down your services, right? So it's about making money. So this is where do it comes, like we actually start making, okay, we spend a bit more now, but in about six months time I will be making more money. And we've just did that. We roll out the new application for all the new product offering host to AWS fully with the guys support, a lot of long, boring, boring, boring calls, but they're productive because we actually now have a better product, competitive, it's tailored for our clients, it's cost effective. And we are actually making money >>When something's invisible. It's working, you know, talking about it means it's, it's, it's operational. >>It's exactly, it's, >>Well to that point, John, one of the things we're most proud of in, you know, know this year was, was the launch of our product we called Flex Save, which essentially does exactly what you've described. It's, it's looking for automation and, and, and, and automatic ways of, yes. Saving money, but offering the opportunities to, to to improve the economics associated with your cloud infrastructure. >>Yeah. And improving the efficiency across the board. A hundred percent. It, it's, oh, it's awesome. Let's, and, and it's, it's my understanding there's some reporting and insights that you're able to then translate through from do it to your CTO and across the company. Denny, what's that like? What do you get to see working >>With them? Well, the problem is, like the CTO asked me to do all of that. It is funny he thinks that he's doing it, but essentially they have a excellent portal that basically looks up all of our instances on the one place. You got like good analytics on your cost, cost, anomalies, budget, costal location. But I didn't want to do that either. So what I have done is taken the next step. I actually sold this to the, to my company completely. So my finance teams goes there, they do it themselves, they log in, check, check, all the billing, the costal location. I actually has zero iteration with them if I don't hear anything from them, which is one of the benefits. But also there is lot of other products like the Flexe is virtually like you just click a finger and you start saving money just like that. Easy >>Is that easy button we've been talking about on >>The show? Yeah, exactly, exactly how it is. But there is obviously outside of the cost management, you actually can look at what is the resource you using do actually need it, how often you use it, think about the long term goal, what you're trying to achieve, and use the analytics to, and actually I have to say the analytics much better than AWS in, in, in, in cmp. It's, it's just more user friendly, more interactive as opposed to, you know, building the one in aws. >>It's good business model. Make things easy for your customers. Easy, simple >>To use. >>It's gotta be nice to hear John. >>Well, so first of all, thank you daddy. >>We, we work, but in all seriousness, you know, we, we work, Danny mentioned the trust word earlier. This is at the core of if we don't, if we're not able to build trust with our clients, our business is dead. It, it just doesn't exist. It can't scale. In fact, it'll go the opposite direction. And so we're, we work very, very hard to earn that trust and we're willing to start small to Danny's example, start small and grow. And that's why we're very, one of the things we're most proud of is, is how few customers tend to leave us year over year. We have customers that have been with us for 10 years. >>You know, Andy, Jesse always has, I just saw an interview, he was on the New York Times event in New York today as a CEO of Amazon. But he's always said in these build out phases, you gotta work backwards from the customer and innovate on behalf of the customer. Cause that's the answer that will always be a good answer for the outcome versus optimizing for just profit, you know what I'm saying? Or other things. So we're still in build out mode, >>You know, as a, as a, as a core fundamental sort of product concept. If you're not solving important problems for our customer, what are you, why, why are you investing? It just >>Doesn't make it. This is the beauty we do it. We actually, they wait for you to come to do the next step. They don't sell me anything. They don't bug me with emails. They're ready. When you're ready to make that journey, you just log a ticket and then come and help you. And this is the beauty. You just, it's just not your, your journey. >>I love it. That's a, that's a beautiful note to lead us to our new tradition on the cube. We have a little bit of a challenge for the both of you. We're looking for your 32nd Instagram real thought leadership sizzle anecdote. Either one of you wanna go first. John looks a little nauseous. Danny, you wanna give it a go? >>Well, we've got a few expressions, but we don't Google it. We just do it. And the key take, that's what we do now at, at, and also what we do is actually using their stuff as an influence employees richly. Like that's what we do. >>Well done, well done. Didn't even need the 30 seconds. Fantastic work, Danny. I love that. All right, John, now you do have to go. Okay, >>I'll goodness. You know, I'll, I'll, I'll, I'll I'll go back to what I mentioned earlier, if that's okay. I think we, you know, we exist as a company to sort of help our customers get back to focusing on why they started the business in the first place, which is innovating and delivering value to customers. And we'll help you take care of the rest. It's as simple as that. Awesome. >>Well done. You absolutely nailed it. I wanna just acknowledge your fan club over there watching. Hello everyone from the doit team. Good job team. I love, it's very cute when guests show up with an entourage to the cube. We like to see it. You obviously deserve the entourage. You're, you're both wonderful. Thanks again for being here on the show with Oh yeah, go ahead >>John. Well, I would just like to thank Danny for, for agreeing to >>Discern, thankfully >>Great to spend time with you. Absolutely. Let's do it. >>Thank you. Yeah, >>Yeah. Fantastic gentlemen. Well thank you all for tuning into this wonderful start to the afternoon here from AWS Reinvent. We are in Las Vegas, Nevada with John Furier. My name's Savannah Peterson, you're watching The Cube, the leader in high tech coverage.