>>Edge computing is predict, projected to be a multi-trillion dollar business. You know, it's hard to really pinpoint the size of this market. Let alone fathom the potential of bringing software, compute, storage, AI, and automation to the edge and connecting all that to clouds and on-prem systems. But what, you know, what is the edge? Is it factories? Is it oil rigs, airplanes, windmills, shipping containers, buildings, homes, race cars. Well, yes and so much more. And what about the data for decades? We've talked about the data explosion. I mean, it's mind boggling, but guess what, we're gonna look back in 10 years and laugh. What we thought was a lot of data in 2020, perhaps the best way to think about edge is not as a place, but when is the most logical opportunity to process the data and maybe it's the first opportunity to do so where it can be decrypted and analyzed at very low latencies that that defines the edge. And so by locating compute as close as possible to the sources of data, to reduce latency and maximize your ability to get insights and return them to users quickly, maybe that's where the value lies. Hello everyone. And welcome to this cube conversation. My name is Dave Vellante and with me to noodle on these topics is Omar Assad, VP, and GM of primary storage and data management services at HPE. Hello, Omer. Welcome to the program. >>Hey Steve. Thank you so much. Pleasure to be here. >>Yeah. Great to see you again. So how do you see the edge in the broader market shaping up? >>Uh, David? I think that's a super important, important question. I think your ideas are quite aligned with how we think about it. Uh, I personally think, you know, as enterprises are accelerating their sort of digitization and asset collection and data collection, uh, they're typically, especially in a distributed enterprise, they're trying to get to their customers. They're trying to minimize the latency to their customers. So especially if you look across industries manufacturing, which is distributed factories all over the place, they are going through a lot of factory transformations where they're digitizing their factories. That means a lot more data is being now being generated within their factories. A lot of robot automation is going on that requires a lot of compute power to go out to those particular factories, which is going to generate their data out there. We've got insurance companies, banks that are creating and interviewing and gathering more customers out at the edge for that. >>They need a lot more distributed processing out at the edge. What this is requiring is what we've seen is across analysts. A common consensus is that more than 50% of an enterprise is data, especially if they operate globally around the world is going to be generated out at the edge. What does that mean? More data is new data is generated at the edge, but needs to be stored. It needs to be processed data. What is not required needs to be thrown away or classified as not important. And then it needs to be moved for Dr. Purposes either to a central data center or just to another site. So overall in order to give the best possible experience for manufacturing, retail, uh, you know, especially in distributed enterprises, people are generating more and more data centric assets out at the edge. And that's what we see in the industry. >>Yeah. We're definitely aligned on that. There's some great points. And so now, okay. You think about all this diversity, what's the right architecture for these deploying multi-site deployments, robo edge. How do you look at that? >>Oh, excellent question. So now it's sort of, you know, obviously you want every customer that we talk to wants SimpliVity, uh, in, in, and, and, and, and no pun intended because SimpliVity is reasoned with a simplistic edge centric architecture, right? So because let's, let's take a few examples. You've got large global retailers, uh, they have hundreds of global retail stores around the world that is generating data that is producing data. Then you've got insurance companies, then you've got banks. So when you look at a distributed enterprise, how do you deploy in a very simple and easy to deploy manner, easy to lifecycle, easy to mobilize and easy to lifecycle equipment out at the edge. What are some of the challenges that these customers deal with these customers? You don't want to send a lot of ID staff out there because that adds costs. You don't want to have islands of data and islands of storage and promote sites, because that adds a lot of States outside of the data center that needs to be protected. >>And then last but not the least, how do you push lifecycle based applications, new applications out at the edge in a very simple to deploy better. And how do you protect all this data at the edge? So the right architecture in my opinion, needs to be extremely simple to deploy. So storage, compute and networking, uh, out towards the edge in a hyperconverged environment. So that's, we agree upon that. It's a very simple to deploy model, but then comes, how do you deploy applications on top of that? How do you manage these applications on top of that? How do you back up these applications back towards the data center, all of this keeping in mind that it has to be as zero touch as possible. We at HBS believe that it needs to be extremely simple. Just give me two cables, a network cable, a power cable, tied it up, connected to the network, push it state from the data center and back up at state from the ed back into the data center. Extremely simple. >>It's gotta be simple because you've got so many challenges. You've got physics that you have to deal your latency to deal with. You got RPO and RTO. What happens if something goes wrong, you've gotta be able to recover quickly. So, so that's great. Thank you for that. Now you guys have hard news. W what is new from HPE in this space >>From a, from a, from a, from a deployment perspective, you know, HPE SimpliVity is just gaining like it's exploding, like crazy, especially as distributed enterprises adopt it as it's standardized edge architecture, right? It's an HCI box has got stories, computer networking, all in one. But now what we have done is not only you can deploy applications all from your standard V-Center interface, from a data center, what have you have now added is the ability to backup to the cloud, right? From the edge. You can also back up all the way back to your core data center. All of the backup policies are fully automated and implemented in the, in the distributed file system. That is the heart and soul of, of the SimpliVity installation. In addition to that, the customers now do not have to buy any third-party software into backup is fully integrated in the architecture and it's van efficient. >>In addition to that, now you can backup straight to the client. You can backup to a central, uh, high-end backup repository, which is in your data center. And last but not least, we have a lot of customers that are pushing the limit in their application transformation. So not only do we previously were, were one-on-one them leaving VMware deployments out at the edge sites. Now revolver also added both stateful and stateless container orchestration, as well as data protection capabilities for containerized applications out at the edge. So we have a lot, we have a lot of customers that are now deploying containers, rapid manufacturing containers to process data out at remote sites. And that allows us to not only protect those stateful applications, but back them up, back into the central data center. >>I saw in that chart, it was a light on no egress fees. That's a pain point for a lot of CEOs that I talked to. They grit their teeth at those entities. So, so you can't comment on that or >>Excellent, excellent question. I'm so glad you brought that up and sort of at that point, uh, uh, pick that up. So, uh, along with SimpliVity, you know, we have the whole green Lake as a service offering as well. Right? So what that means, Dave, is that we can literally provide our customers edge as a service. And when you compliment that with, with Aruba wired wireless infrastructure, that goes at the edge, the hyperconverged infrastructure, as part of SimpliVity, that goes at the edge, you know, one of the things that was missing with cloud backups is the every time you backup to the cloud, which is a great thing, by the way, anytime you restore from the cloud, there is that breastfeed, right? So as a result of that, as part of the GreenLake offering, we have cloud backup service natively now offered as part of HPE, which is included in your HPE SimpliVity edge as a service offering. So now not only can you backup into the cloud from your edge sites, but you can also restore back without any egress fees from HBS data protection service. Either you can restore it back onto your data center, you can restore it back towards the edge site and because the infrastructure is so easy to deploy centrally lifecycle manage, it's very mobile. So if you want to deploy and recover to a different site, you could also do that. >>Nice. Hey, uh, can you, Omar, can you double click a little bit on some of the use cases that customers are choosing SimpliVity for, particularly at the edge, and maybe talk about why they're choosing HPE? >>What are the major use cases that we see? Dave is obviously, uh, easy to deploy and easy to manage in a standardized form factor, right? A lot of these customers, like for example, we have large retailer across the us with hundreds of stores across us. Right now you cannot send service staff to each of these stores. These data centers are their data center is essentially just a closet for these guys, right? So now how do you have a standardized deployment? So standardized deployment from the data center, which you can literally push out and you can connect a network cable and a power cable, and you're up and running, and then automated backup elimination of backup and state and BR from the edge sites and into the data center. So that's one of the big use cases to rapidly deploy new stores, bring them up in a standardized configuration, both from a hardware and a software perspective, and the ability to backup and recover that instantly. >>That's one large use case. The second use case that we see actually refers to a comment that you made in your opener. Dave was where a lot of these customers are generating a lot of the data at the edge. This is robotics automation that is going to up in manufacturing sites. These is racing teams that are out at the edge of doing post-processing of their cars data. Uh, at the same time, there is disaster recovery use cases where you have, uh, you know, campsites and local, uh, you know, uh, agencies that go out there for humanity's benefit. And they move from one site to the other. It's a very, very mobile architecture that they need. So those, those are just a few cases where we were deployed. There was a lot of data collection, and there's a lot of mobility involved in these environments. So you need to be quick to set up quick, to up quick, to recover, and essentially you're up to your next, next move. >>You seem pretty pumped up about this, uh, this new innovation and why not. >>It is, it is, uh, you know, especially because, you know, it is, it has been taught through with edge in mind and edge has to be mobile. It has to be simple. And especially as, you know, we have lived through this pandemic, which, which I hope we see the tail end of it in at least 2021, or at least 2022. They, you know, one of the most common use cases that we saw, and this was an accidental discovery. A lot of the retail sites could not go out to service their stores because, you know, mobility is limited in these, in these strange times that we live in. So from a central center, you're able to deploy applications, you're able to recover applications. And, and a lot of our customers said, Hey, I don't have enough space in my data center to back up. Do you have another option? So then we rolled out this update release to SimpliVity verse from the edge site. You can now directly back up to our backup service, which is offered on a consumption basis to the customers, and they can recover that anywhere they want. >>Fantastic Omer, thanks so much for coming on the program today. >>It's a pleasure, Dave. Thank you. >>All right. Awesome to see you. Now, let's hear from red bull racing and HPE customer, that's actually using SimpliVity at the edge. Countdown really begins when the checkered flag drops on a Sunday. It's always about this race to manufacture >>The next designs to make it more adapt to the next circuit to run those. Of course, if we can't manufacture the next component in time, all that will be wasted. >>Okay. We're back with Matt kudu, who is the CIO of red bull racing? Matt, it's good to see you again. >>Great to say, >>Hey, we're going to dig into a real-world example of using data at the edge and in near real time to gain insights that really lead to competitive advantage. But, but first Matt, tell us a little bit about red bull racing and your role there. >>Sure. So I'm the CIO at red bull racing and that red bull race. And we're based in Milton Keynes in the UK. And the main job job for us is to design a race car, to manufacture the race car, and then to race it around the world. So as CIO, we need to develop the ITT group needs to develop the applications is the design, manufacturing racing. We also need to supply all the underlying infrastructure and also manage security. So it's really interesting environment. That's all about speed. So this season we have 23 races and we need to tear the car apart and rebuild it to a unique configuration for every individual race. And we're also designing and making components targeted for races. So 20 a movable deadlines, um, this big evolving prototype to manage with our car. Um, but we're also improving all of our tools and methods and software that we use to design and make and race the car. >>So we have a big can do attitude of the company around continuous improvement. And the expectations are that we continuously make the car faster. That we're, that we're winning races, that we improve our methods in the factory and our tools. And, um, so for, I take it's really unique and that we can be part of that journey and provide a better service. It's also a big challenge to provide that service and to give the business the agility, agility, and needs. So my job is, is really to make sure we have the right staff, the right partners, the right technical platforms. So we can live up to expectations >>That tear down and rebuild for 23 races. Is that because each track has its own unique signature that you have to tune to, or are there other factors involved there? >>Yeah, exactly. Every track has a different shape. Some have lots of strengths. Some have lots of curves and lots are in between. Um, the track surface is very different and the impact that has some tires, um, the temperature and the climate is very different. Some are hilly, some, a big curves that affect the dynamics of the power. So all that in order to win, you need to micromanage everything and optimize it for any given race track. >>Talk about some of the key drivers in your business and some of the key apps that give you a competitive advantage to help you win races. >>Yeah. So in our business, everything is all about speed. So the car obviously needs to be fast, but also all of our business operations needed to be fast. We need to be able to design a car and it's all done in the virtual world, but the, the virtual simulations and designs need to correlate to what happens in the real world. So all of that requires a lot of expertise to develop the simulation is the algorithms and have all the underlying infrastructure that runs it quickly and reliably. Um, in manufacturing, um, we have cost caps and financial controls by regulation. We need to be super efficient and control material and resources. So ERP and MES systems are running and helping us do that. And at the race track itself in speed, we have hundreds of decisions to make on a Friday and Saturday as we're fine tuning the final configuration of the car. And here again, we rely on simulations and analytics to help do that. And then during the race, we have split seconds, literally seconds to alter our race strategy if an event happens. So if there's an accident, um, and the safety car comes out, or the weather changes, we revise our tactics and we're running Monte Carlo for example. And he is an experienced engineers with simulations to make a data-driven decision and hopefully a better one and faster than our competitors, all of that needs it. Um, so work at a very high level. >>It's interesting. I mean, as a lay person, historically we know when I think about technology and car racing, of course, I think about the mechanical aspects of a self-propelled vehicle, the electronics and the light, but not necessarily the data, but the data's always been there. Hasn't it? I mean, maybe in the form of like tribal knowledge, if somebody who knows the track and where the Hills are and experience and gut feel, but today you're digitizing it and you're, you're processing it and close to real time. >>It's amazing. I think exactly right. Yeah. The car's instrumented with sensors, we post-process at Virgin, um, video, um, image analysis, and we're looking at our car, our competitor's car. So there's a huge amount of, um, very complicated models that we're using to optimize our performance and to continuously improve our car. Yeah. The data and the applications that can leverage it are really key. Um, and that's a critical success factor for us. >>So let's talk about your data center at the track, if you will. I mean, if I can call it that paint a picture for us, what does that look like? >>So we have to send, um, a lot of equipment to the track at the edge. Um, and even though we have really a great wide area network linked back to the factory and there's cloud resources, a lot of the trucks are very old. You don't have hardened infrastructure, don't have ducks that protect cabling, for example, and you could lose connectivity to remote locations. So the applications we need to operate the car and to make really critical decisions, all that needs to be at the edge where the car operates. So historically we had three racks of equipment, like a safe infrastructure, um, and it was really hard to manage, um, to make changes. It was too flexible. Um, there were multiple panes of glass, um, and, um, and it was too slow. It didn't run her applications quickly. Um, it was also too heavy and took up too much space when you're cramped into a garage with lots of environmental constraints. >>So we, um, we'd, we'd introduced hyperconvergence into the factory and seen a lot of great benefits. And when we came time to refresh our infrastructure at the track, we stepped back and said, there's a lot smarter way of operating. We can get rid of all the slow and flexible, expensive legacy and introduce hyperconvergence. And we saw really excellent benefits for doing that. Um, we saw a three X speed up for a lot of our applications. So I'm here where we're post-processing data, and we have to make decisions about race strategy. Time is of the essence in a three X reduction in processing time really matters. Um, we also, um, were able to go from three racks of equipment down to two racks of equipment and the storage efficiency of the HPE SimpliVity platform with 20 to one ratios allowed us to eliminate a rack. And that actually saved a hundred thousand dollars a year in freight costs by shipping less equipment, um, things like backup, um, mistakes happen. >>Sometimes the user makes a mistake. So for example, a race engineer could load the wrong data map into one of our simulations. And we could restore that VDI through SimpliVity backup at 90 seconds. And this makes sure it enables engineers to focus on the car to make better decisions without having downtime. And we sent them to, I take guys to every race they're managing 60 users, a really diverse environment, juggling a lot of balls and having a simple management platform like HPE SimpliVity gives us, allows them to be very effective and to work quickly. So all of those benefits were a huge step forward relative to the legacy infrastructure that we used to run at the edge. >>Yeah. So you had the nice Petri dish and the factory. So it sounds like your, your goals, obviously your number one KPI is speed to help shave seconds time, but also costs just the simplicity of setting up the infrastructure. >>Yeah. It's speed. Speed, speed. So we want applications absolutely fly, you know, get to actionable results quicker, um, get answers from our simulations quicker. The other area that speed's really critical is, um, our applications are also evolving prototypes, and we're always, the models are getting bigger. The simulations are getting bigger and they need more and more resource and being able to spin up resource and provision things without being a bottleneck is a big challenge in SimpliVity. It gives us the means of doing that. >>So did you consider any other options or was it because you had the factory knowledge? It was HCI was, you know, very clearly the option. What did you look at? >>Yeah, so, um, we have over five years of experience in the factory and we eliminated all of our legacy, um, um, infrastructure five years ago. And the benefits I've described, um, at the track, we saw that in the factory, um, at the track we have a three-year operational life cycle for our equipment. When into 2017 was the last year we had legacy as we were building for 2018. It was obvious that hyper-converged was the right technology to introduce. And we'd had years of experience in the factory already. And the benefits that we see with hyper-converged actually mattered even more at the edge because our operations are so much more pressurized time has even more of the essence. And so speeding everything up at the really pointy end of our business was really critical. It was an obvious choice. >>Why, why SimpliVity? What why'd you choose HPE SimpliVity? >>Yeah. So when we first heard about hyperconverged way back in the, in the factory, um, we had, um, a legacy infrastructure, overly complicated, too slow, too inflexible, too expensive. And we stepped back and said, there has to be a smarter way of operating. We went out and challenged our technology partners. We learned about hyperconvergence within enough, the hype, um, was real or not. So we underwent some PLCs and benchmarking and, and the, the PLCs were really impressive. And, and all these, you know, speed and agility benefits, we saw an HP for our use cases was the clear winner in the benchmarks. So based on that, we made an initial investment in the factory. Uh, we moved about 150 VMs in the 150 VDI into it. Um, and then as, as we've seen all the benefits we've successfully invested, and we now have, um, an estate to the factory of about 800 VMs and about 400 VDI. So it's been a great platform and it's allowed us to really push boundaries and, and give the business, um, the service that expects. >>So w was that with the time in which you were able to go from data to insight to recommendation or, or edict, uh, was that compressed, you kind of indicated that, but >>So we, we all telemetry from the car and we post-process it, and that reprocessing time really it's very time consuming. And, um, you know, we went from nine, eight minutes for some of the simulations down to just two minutes. So we saw big, big reductions in time and all, ultimately that meant an engineer could understand what the car was during a practice session, recommend a tweak to the configuration or setup of it, and just get more actionable insight quicker. And it ultimately helps get a better car quicker. >>Such a great example. How are you guys feeling about the season, Matt? What's the team's sentiment? >>Yeah, I think we're optimistic. Um, we w we, um, uh, we have a new driver >>Lineup. Uh, we have, um, max for stopping his carries on with the team and Sergio joins the team. So we're really excited about this year and, uh, we want to go and win races. Great, Matt, good luck this season and going forward and thanks so much for coming back in the cube. Really appreciate it. And it's my pleasure. Great talking to you again. Okay. Now we're going to bring back Omer for quick summary. So keep it real >>Without having solutions from HB, we can't drive those five senses, CFD aerodynamics that would undermine the simulations being software defined. We can bring new apps into play. If we can bring new them's storage, networking, all of that can be highly advises is a hugely beneficial partnership for us. We're able to be at the cutting edge of technology in a highly stressed environment. That is no bigger challenge than the formula. >>Okay. We're back with Omar. Hey, what did you think about that interview with Matt? >>Great. Uh, I have to tell you I'm a big formula one fan, and they are one of my favorite customers. Uh, so, you know, obviously, uh, one of the biggest use cases as you saw for red bull racing is Trackside deployments. There are now 22 races in a season. These guys are jumping from one city to the next, they've got to pack up, move to the next city, set up, set up the infrastructure very, very quickly and average formula. One car is running the thousand plus sensors on that is generating a ton of data on track side that needs to be collected very quickly. It needs to be processed very quickly, and then sometimes believe it or not, snapshots of this data needs to be sent to the red bull back factory back at the data center. What does this all need? It needs reliability. >>It needs compute power in a very short form factor. And it needs agility quick to set up quick, to go quick, to recover. And then in post processing, they need to have CPU density so they can pack more VMs out at the edge to be able to do that processing now. And we accomplished that for, for the red bull racing guys in basically two are you have two SimpliVity nodes that are running track side and moving with them from one, one race to the next race, to the next race. And every time those SimpliVity nodes connect up to the data center collector to a satellite, they're backing up back to their data center. They're sending snapshots of data back to the data center, essentially making their job a whole lot easier, where they can focus on racing and not on troubleshooting virtual machines, >>Red bull racing and HPE SimpliVity. Great example. It's agile, it's it's cost efficient, and it shows a real impact. Thank you very much. I really appreciate those summary comments. Thank you, Dave. Really appreciate it. All right. And thank you for watching. This is Dave Volante. >>You.

>>from >>around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. >>Welcome back to the cubes. Virtual coverage of a dips reinvent 2020. I'm John for your host of the Cube great segment here with Presidio. Two great guests Chris Keg, Nazi senior vice president, general manager of the Cloud and Managed Services Group of Presidio, and Sam Fattah Gado, VP of Cloud Solutions Group with Presidio both been here in the Cube talking with us many times before. Great to have you guys on. Thanks for coming on Chris and Sam. >>Great. Thank you, John. Thanks for having us. >>We've had many great cloud conversations with your company and engineers. Architects going back, I think 2016 2017, really as cloud hit, that inflection point. Certainly, scaling Public Cloud and on premise is cloud operations. Certainly that has happened as continue to accelerate. Chris, I would like you to explain your relationship with AWS and you're focused at this. Reinvent what's going on with Presidio? What's new in your world? What's changed for you and the customers, >>right? So thank you, John. So Presidio's focus really is, um you know, around developing the right strategies, helping companies realize the full potential of the AWS cloud. Think of it as ah vory strategic approach that aligns technology with business outcomes really on a global scale. Um, this past year, um, if I look back a year ago, it reinvent when Presidio was there. Um, code a global was also there, which was an acquisition that we did. And we closed out, uh, in August and Sam Farr Gado was the CEO of Code Global. So what's really changed for us is taking our legacy business around infrastructure around security around Matic services on bond, combining that with really combining that with what Coda had around the professional services side of cloud engagement and really building out a company that I believe can deliver a very unique offering to clients because we can cover the full spectrum. So for us Ah, lots happened in a year since we were at reinvent attend day. It's really about, you know, business and technical leaders that we have that are really dedicated thio, you know, focusing on customers, their client experience, and really delivering the best business outcome that weekend >>you know, one of the things that we chat in the past, you just mentioned manage services. This is a huge deal because one of the trends that we've been reporting on here in the Cube and on Silicon angle is, you know, a lot of the transformational goals or accelerated Cove it. We see that projects that are doubling down are mostly cloud related, large scale automation, machine learning. But from an executive standpoint, the mandate is everything is a service. So there's a big executive push. See XO, CSOs, whatever for everything as a service. And when you put that out there and put that ball in play, so to speak, it's not easy, right? So when you go when you say hey, make everything is a service, it's not trivial, and then you get okay, How does that work? That's where the hard part happens. I want to get your take on that. Is that something that you're seeing with your customers? They put that ball in play, let's get the manage services and then you got to put it together. Not that easy. What's your take on that? >>I think you know when you think about clients today and what CEOs are looking for, it's really it is a pay by the drink or a consumption based model, right? But at the end of the day, they don't they want to manage their business. They don't want a Mac manage huge I t groups on DSO software developers within within their own business. They wanna pass that responsibility onto experts like Presidio. So I think it za fact. What's what's simple for them? How does how do they move kind of accountability and how did they get to their business outcomes without owning? And I t business within their existing business? So those are some of the changes that we've certainly seen from a mindset perspective, but but we're fully prepared. Thio offer that city >>that's great for your business is certainly a tail when Sam, I want to get to you. Because when you get to that conversation, okay, put his a service a lot in their unpack. I mean, depending on who you're talking to, you know, certainly accelerating it with Presidio. I see that you're now part of Presidio. Take us through what's going on in your world because when you get to the customer. You gotta work backwards from what they're trying to dio not trying to retrofit of technology into their environment. You've got to kind of work with what they got. But actually get them to the cloud. Can you share what you're doing with customers? >>Yeah. Thanks, John. I appreciate that. And one thing I want to say about joining Presidio is that, uh, you know, we, uh, had worked together for a couple of years and really found that we had a great cultural fit and that we had the same goal. And that's to become a W s number one partner globally, providing these kinds of mission critical solutions for clients. We've been told often times that we are Amazonian in terms of our customer obsession are bias for action. And what you just said there is helping them get the benefits of cloud quickly, no matter where they're coming from. Because, you know, they wanna have the availability security scalability, But they also have to integrate in with their existing systems. So what we're finding with clients is they want to transform the way they do business. They want to transform their industry oftentimes, and that's what they're looking for, you know, when they partner with us and they look for leveraging the AWS platform. >>So let me ask you a question then, because certainly we've seen I've interviewed a ton of Amazon customers and executives, and it's some >>of the >>things that's going on with Cove. It has just been amazing what they've enabled people to move so fast and put riel game changing impact, whether it's societal impact or some other transformative thing. And if you look at Amazon traditionally they started as a transactional thing. You get some easy to you by by the drink. Everything's going on. But every reinvent is more announcement. Andy Jassy said one hour keynote turns into a two hour keynote three, our keynote. And now you're looking at more transform inal transformational solutions. You still got some transactions in there. But when you gotta put the holistic, cohesive plan together, that has to be transformative. How do you guys talk to customers when you say it's not just transactional? Transformative? >>Yeah, well, we look, you know, we're doing it, you know, internally ourselves as well. You know, with Presidio now we've gone from transactions. Transactions are important but we really want to transform the way our customers are able to do business. And with co vid, it's been even more important to be ableto get things done without having to be physically present in one location. And so whether it's telehealth or remote learning, remote sales activities making sure that systems are integrated with commerce engines are again are very secure. The cloud and A W S is really bringing a big difference to the marketplace, and we're very immersed in that we have clients. Uh, I'll give you an example. Wheel pros. One of the leading tire after market tire and wheel manufacturers and designers we've talked with with their CEO, Randy White. He said. What we're doing with Presidio and on AWS platform is building the wheel. Pros of the future. What does that look like? He says he wants his systems to be just like his products for his customers. They've got to be high performing. They gotta be high quality, and they've got to deliver a great customer experience. Uh, well, you know, we want to be able to leverage a lot of the services that AWS has to be able to deliver those kinds of things quickly and with high quality. So it's really exciting to be able to see the impact we're having wheel pros, business and other clients like that. >>So when you talk about your solution to take him in to explain what you guys offer a client because you have a Presidio cloud solution, you get a lot of services can just take a minute to explain what people are buying and what they're getting from Presidio. Because, um, that sounds like a great customer success story. What are they? >>What >>are they getting? >>Okay, so what? They're getting really again following kind of the Amazonian way, working backwards, right? So let's start with an idea. Let's let's let's look at something we really want to do that's going to change dramatically. Change and improve the way they delight their customers. So start with that idea. Will help them design it. Welcome. Build it. Welcome. Deploy it. We could help support it. Fully managed service support eso from from the idea through to production and then ongoing support enhancements. They can count on Presidio to deliver all of those capabilities on Dakota Couldn't do all of that on our own. We were really grated application development, data and analytics. Uh, dev Ops and Automation. But with Presidio, we bring everything to the table Onda geun fully supported. Help them from, you know, even managing. You know, they're they're resell, being able to manage the environment, making sure that they're getting the most value out of these critical investments. >>Chris, I want to get your thoughts on this. Um, Sam mentioned you wanna be the number one solution provider for on AWS? Um, great mission, by the way, I wanna unpack that now. Last year, I reported at reinvent one of the feedback items was Amazon's gonna think more about solutions. Certainly Microsoft does that. We've seen that, um, Amazon doesn't really flout a plant. Those solutions very much. I mean, even though they have them there there you guys are a nice fit there. So if you're gonna be the number one solution provider, what do you guys need to do to do that? What a customers expect from you guys? Can you take a minute? Explain your plan? >>Sure. Yeah, absolutely, John. So I think you know, when you think about clients that air transforming their business right. They need to be competitive in their own market. So when they think about business outcomes in what Presidio does, we look at it in really a full life bull approach. If you think about the applications that Sam spoke about creating things that Air Cloud native, perhaps it's a mobile ordering app that's going to make them more competitive, especially in this covert environment. Um, think about their their just their normal consumption of services on the AWS platform. How do we optimize it for them? How do we ensure that they have the right services in a very agile, secure environment? So managing and owning it the full life cycle is really kind of what we deliver from a solution set. But every client is a little bit different, depending on really what their their needs are and what what their business outcomes are. So we can take it everywhere, anywhere from, uh, full development toe Full deployment Onda managing it in a very secure way, um, to adding in their consumption side of it, adding in their licensing component where perhaps they're buying under marketplace or a or a c p p o offering. So what's really unique about Presidio is that we offer that full solution to clients from end to end, and we can manage the entire process, deliver performance, cost savings and very predictable models >>from I love the, you know, a big fan of the entire and people who watch the Cubano. All I do is talk about and to end is really a critical way to look at things holistically if you're looking at something cohesive as a solution with transactional transformative capabilities. But I want to get your thoughts on some of the market demand challenges. And if you guys could react to it, um, Sam and Chris, there's two spectrums we're seeing with this pandemic clients, customers who were, like, have a tailwind. Oh, my God. This is accelerating my value proposition. I need more help. I gotta get to the cloud I gotta transformed quickly. And then the other end of the spectrum is the worst screwed. So we're gonna reset and retool while we're kind of in this bunker down mode and they want to come out of the pandemic with a growth plan. So kind of to spectrums, right? Did you guys see that as well what's the range of psychology or buyer behavior for your customers? Because there seems to be like the airline. They're not really getting a lot of business, but they're redoing their systems. They're being classified. Or, you know, this is an app for zoom or school educational. It's needed. It's in more demand. So you kind of everything in between those Do you guys see that? And if so, or if not >>way, certainly see a component with our client base around saving costs, right? What are they going to do in this environment? Toe save costs. But at the same time, we are seeing a lot of creativity around. What does their future model look like? And how did and what do they need to build? And that's what they're spending money on. Eso. We've seen it across kind of all verticals within the business, but certainly it it's a it's a dual approach. I think customers that go about doing that properly really prepare themselves for when we all do come out of this. That the business was will be set to capitalize on the change in market. That's what I've seen. I'm sure Sam has some additional comments >>Your thoughts? >>Yeah, absolutely. I would say necessity is the mother of invention. Invention. Right. So you know, we're seeing customers that we're thinking about cloud or, you know, considering maybe a new application cloud native application. But, you know, maybe you felt like they had time to do it where, you know, with covert ITT's bold are gonna be the ones that survive and thrive on DSO. Just like we saw when people came out of the 2000 and eight financial crisis. Those that invested in their systems, invested in their people, people skills is another big area right way at Presidio have I think we're upto like 600 AWS certifications across the board from sales through all different technologies. Because, you know, we wanna retain our people. We want to help them develop their skills and make sure that we're bringing the best talent to our clients. Eso yet z you know, it's a it's a difficult time, but it's a time for opportunity. >>Necessity could be business opportunity to capture opportunity, recognition, capture or survival. I mean, it is the mother of invention, you know it is it is a forcing function, guys. Thanks for the >>one of our clients. If I if I could, just mentioned Dunkin Brands, you know, they they couldn't have traffic in their stores. So, you know, mobile ordering became even more important. Um, you know, driving with Dr Drive up pick up and we helped them move from a multi tenant SAS application that was, you know, wasn't performing wasn't a reliable enough to an AWS Cloud native application, and they tripled the traffic while also improving performance and reliability. That's the kind of power that you can have with AWS and Presidio. >>That's a great eggs. And that's a great example looking relate to that. First of all, Dunkin Donuts makes great coffee and from the East Coast originally. So I love Dunkin Donuts. DND um, but great, great brand that mobile app. Good call, because people want to get in the curbside pickup or delivered. I mean, this is the new the new normal guys. Thanks so much for the insight. Final word. If you both can weigh in, um, share with the audience. The focus for this reinvent if you could share the Presidio message for reinvent virtual 2020. What do you think, >>Sam Why don't you go first? >>Well, from my perspective, it's all about, you know, taking it to another level. That's what we feel like we're doing was part of the video now again becoming the number one AWS partner. But it's also helping customers take their most important applications, uh, to the cloud so that they can improve the way they deliver for their customers. That's really what it's all about for me. >>Yeah, I would. I would have to concur with Sam. I mean, you know, our goal. Really like Sam said a few times to be be the number one aws partner. But with that comes, you know, a huge undertaking in a huge responsibility for us, you know, with our teams and and with our customers. At the end of the day, we want all of our clients to think of us first. Um, you know, when we're delivering these solutions and how impactful Presidio has been to their business for their growth onder for their future success. So for us, the customer obsession side of it all is really we want to continue that, and that's what we're gonna get out of this conference is how do we continue that? >>Well, congratulations. Like Chris and Sam. Thanks for coming on. I always say I enjoyed my conversations with your team. Uh, they get the technical chops, um, and having a service offering that accelerates mawr cloud goodness for customers on my, um, Amazon's got a great ecosystem clouds growing like crazy. So congratulations. Thank you. >>Thank you. Thank >>you. >>Thanks for coming on the Cuban John for your watching the Cube coverage of aws reinvent 2020. It's virtual this year. We're not impersonal, but the cube virtualization It's hit the market. More cube interviews remotely. And I'm John for Thanks for watching.

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. >>Everyone welcome to the cubes Live coverage of AWS reinvent 2020 virtual were virtual this year We are the Cube Virtual I'm your host John for a joint day Volonte for keynote analysis Andy Jassy just delivered his live keynote. This is our live keynote analysis. Dave. Great to see you, Andy Jassy again. You know their eight year covering reinvent their ninth year. We're virtual. We're not in person. We're doing it. >>Great to see you, John. Even though we're 3000 miles apart, we both have the covert here. Do going Happy birthday, my friend. >>Thank you. Congratulations. Five years ago I was 50 and they had the cake on stage and on the floor. There's no floor, this year's virtual and I think one of the things that came out of Andy Jessie's keynote, obviously, you know, I met with him earlier. Telegraph some of these these moves was one thing that surprised me. He came right out of the gate. He acknowledged that social change, the cultural shift. Um, that was interesting but he went in and did his normal end to end. Slew of announcements, big themes around pivoting. And he brought kind of this business school kind of leadership vibe to the table early talking about what people are experiencing companies like ourselves and others around the change and cultural change around companies and leadership. It takes for the cloud. And this was a big theme of reinvent, literally like, Hey, don't hold on to the old And I kept thinking to myself, David, you and I both are Historians of the tech industry remind me of when I was young, breaking into the business, the mainframe guys and gals, they were hugging onto those mainframes as long as they could, and I looked at it like That's not gonna be around much longer. And they kept No, it's gonna be around. This is this is the state of the art, and then the extinction. Instantly this feels like cloud moment, where it's like it's the wake up call. Hey, everyone doing it the old way. You're done. This is it. But you know, this is a big theme. >>Yes. So, I mean, how do you curate 2.5 3 hours of Andy Jassy. So I tried to break it down at the three things in addition to what you just mentioned about him acknowledging the social unrest and and the inequalities, particularly with black people. Uh, but so I had market leadership. And there's some nuance there that if we have time, I'd love to talk about, uh, the feature innovation. I mean, that was the bulk of his presentation, and I was very pleased. I wrote a piece this weekend. As you know, talk about Cloud 2030 and my main focus was the last 10 years about I t transformation the next 10 years. They're gonna be about organizational and business and industry transformation. I saw a lot of that in jazz ces keynote. So you know, where do you wanna go? We've only got a few minutes here, John, >>but let's break. Let's break down the high level theme before we get into the announcement. The thematic part was, it's about reinventing 2020. The digital transformation is being forced upon us. Either you're in the cloud or you're not in the cloud. Either way, you got to get to the cloud for to survive in this post covert error. Um, you heard a lot about redefining compute new chips, custom chips. They announced the deal with Intel, but then he's like we're better and faster on our custom side. That was kind of a key thing, this high idea of computing, I think that comes into play with edge and hybrid. The other thing that was notable was Jessie's almost announcement of redefining hybrid. There's no product announcement, but he was essentially announcing. Hybrid is changed, and he was leaning forward with his definition of redefining what hybrid cloud is. And I think that to me was the biggest, um, signal. And then finally, what got my attention was the absolute overt call out of Microsoft and Oracle, and, you know, suddenly, behind the scenes on the database shift we've been saying for multiple times. Multiple databases in the cloud he laid that out, said there will be no one thing to rule anything. No databases. And he called out Microsoft would look at Microsoft. Some people like cloud wars. Bob Evans, our good friend, claims that Microsoft been number one in the cloud for like like year, and it's just not true right. That's just not number one. He used his revenue a za benchmark. And if you look at Microsoft's revenue, bulk of it is from propped up from Windows Server and Sequel Server. They have Get up in there that's new. And then a bunch of professional services and some eyes and passed. If you look at true cloud revenue, there's not much there, Dave. They're definitely not number one. I think Jassy kind of throws a dagger in there with saying, Hey, if you're paying for licenses mawr on Amazon versus Azure that's old school shenanigans or sales tactics. And he called that out. That, to me, was pretty aggressive. And then So I finally just cove in management stuff. Democratizing machine learning. >>Let me pick up on a couple things. There actually were a number of hybrid announcements. Um, E C s anywhere E k s anywhere. So kubernetes anywhere containers anywhere smaller outposts, new local zones, announced 12 new cities, including Boston, and then Jesse rattle them off and made a sort of a joke to himself that you made that I remembered all 12 because the guy uses no notes. He's just amazing. He's up there for three hours, no notes and then new wavelength zones for for the five g edge. So actually a lot of hybrid announcements, basically, to your point redefining hybrid. Basically, bringing the cloud to the edge of which he kind of redefined the data center is just sort of another edge location. >>Well, I mean, my point was Is that my point is that he Actually, Reid said it needs to be redefined. Any kind of paused there and then went into the announcements. And, you know, I think you know, it's funny how you called out Microsoft. I was just saying which I think was really pivotal. We're gonna dig into that Babel Babel Fish Open source thing, which could be complete competitive strategy, move against Microsoft. But in a way, Dave Jassy is pulling and Amazon's pulling the same move Microsoft did decades ago. Remember, embrace and extend right Bill Gates's philosophy. This is kind of what they're doing. They have embraced hybrid. They have embraced the data center. They're extending it out. You're seeing outpost, You see, five g, You're seeing these I o t edge points. They're putting Amazon everywhere. That was my take away. They call it Amazon anywhere. I think it's everywhere. They want cloud operations everywhere. That's the theme that I see kind of bubbling out there saying, Hey, we're just gonna keep keep doing this. >>Well, what I like about it is and I've said this for a long time now that the edge is gonna be one by developers. And so they essentially taking AWS and the data center is an AP, and they're bringing that data center is an A P I virtually everywhere. As you're saying, I wanna go back to something you said about leadership and Microsoft and the numbers because I've done a lot of homework on this Aziz, you know, And so Jassy made the point. He makes this point a lot that it's not about the the actual growth rate. Yeah, the other guys, they're growing faster. But there were growing from a much larger base and I want to share with you a nuance because he said he talked about how AWS grew incrementally 10 billion and only took him 12 months. I have quarterly forecast and I've published these on Wiki Bond, a silicon angle. And if you look at the quarterly numbers and now this is an estimate, John. But for Q four, I've got Amazon growing at 25%. That's a year on year as you're growing to 46% and Google growing at 50% 58%. So Google and and Azure much, much higher growth rates that than than Amazon. But what happens when you look at the absolute numbers? From Q three to Q four, Amazon goes from 11.6 billion to 12.4 billion. Microsoft actually stays flat at around 6.76 point eight billion. Google actually drops sequentially. Now I'm talking about sequentially, even though they have 58% growth. So the point of the Jazz is making is right on. He is the only company growing at half the growth rate year on year, but it's sequential. Revenues are the only of the Big Three that are growing, so that's the law of large numbers. You grow more slowly, but you throw off more revenue. Who would you rather be? >>I think I mean, it's clearly that Microsoft's not number one. Amazon's number one cloud certainly infrastructure as a service and pass major themes in the now so we won't go through. We're digging into the analyst Sessions would come at two o'clock in three o'clock later, but they're innovating on those two. They want they one that I would call this member. Jasio says, Oh, we're in the early innings Inning one is I as and pass. Amazon wins it all. They ran the table, No doubt. Now inning to in the game is global. I t. That was a really big part of the announcement. People might have missed that. If you if you're blown away by all the technical and complexity of GP three volumes for EBS and Aurora Surveillance V two or sage maker Feature store and Data Wrangler Elastic. All that all that complex stuff the one take away is they're going to continue to innovate. And I, as in past and the new mountain that they're gonna Klima's global I t spin. That's on premises. Cloud is eating the world and a W s is hungry for on premises and the edge. You're going to see massive surge for those territories. That's where the big spend is gonna be. And that's why you're seeing a big focus on containers and kubernetes and this kind of connective tissue between the data machine layer, modern app layer and full custom. I as on the on the bottom stack. So they're kind of just marching along to the cadence of, uh, Andy Jassy view here, Dave, that, you know, they're gonna listen to customers and keep sucking it in Obama's well and pushing it out to the edge. And and we've set it on the Cube many years. The data center is just a big edge. And that's what Jassy is basically saying here in the keynote. >>Well, and when when Andy Jassy gets pushed on Well, yes, you listen to customers. What about your partners? You know, he'll give examples of partners that are doing very well. And of course we have many. But as we've often said in the Cube, John, if you're a partner in the ecosystem, you gotta move fast. There were three interesting feature announcements that I thought were very closely related to other things that we've seen before. The high performance elastic block storage. I forget the exact name of it, but SAN in a cloud the first ever SAN in the cloud it reminds me of something that pure storage did last year and accelerate so very, very kind of similar. And then the aws glue elastic views. It was sort of like snowflake's data cloud. Now, of course, AWS has many, many more databases that they're connecting, You know, it, uh, stuff like as one. But the way AWS does it is they're copying and moving data and doing change data management. So what snowflake has is what I would consider a true global mesh. And then the third one was quicksight que That reminded me of what thought spots doing with search and analytics and AI. So again, if you're an ecosystem partner, you gotta move fast and you've got to keep innovating. Amazon's gonna do what it has to for customers. >>I think Amazon's gonna have their playbooks when it's all said and done, you know, Do they eat the competition up? I think what they do is they have to have the match on the Amazon side. They're gonna have ah, game and play and let the partners innovate. They clearly need that ecosystem message. That's a key thing. Um, love the message from them. I think it's a positive story, but as you know it's Amazons. This is their Kool Aid injection moment, David. Educational or a k A. Their view of the world. My question for you is what's your take on what wasn't said If you were, you know, as were in the virtual audience, what should have been talk about? What's the reality? What's different? What didn't they hit home? What could they have done? What, your critical analysis? >>Well, I mean, I'm not sure it should have been said, but certainly what wasn't said is the recognition that multi cloud is an opportunity. And I think Amazon's philosophy or belief at the current time is that people aren't spreading workloads, same workload across multiple clouds and splitting them up. What they're doing is they're hedging bets. Maybe they're going 70 30 90 10, 60 40. But so multi cloud, from Amazon standpoint is clearly not the opportunity that everybody who doesn't have a cloud or also Google, whose no distant third in cloud says is a huge opportunity. So it doesn't appear that it's there yet, so that was I wouldn't call it a miss, but it's something that, to me, was a take away that Amazon does not currently see that there's something that customers are clamoring for. >>There's so many threads in here Were unpacked mean Andy does leave a lot of, you know, signature stories that lines in there. Tons of storylines. You know, I thought one thing that that mass Amazon's gonna talk about this is not something that promotes product, but trend allies. I think one thing that I would have loved to Seymour conversation around is what I call the snowflake factor. It snowflake built their business on Amazon. I think you're gonna see a tsunami of kind of new cloud service providers. Come on the scene building on top of AWS in a major way of like, that kind of value means snowflake went public, uh, to the level of no one's ever seen ever in the history of N Y s e. They're on Amazon. So I call that the the next tier cloud scale value. That was one thing I'd like to see. I didn't hear much about the global i t number penetration love to hear more about that and the thing that I would like to have heard more. But Jassy kind of touched a little bit on it was that, he said at one point, and when he talked about the verticals that this horizontal disruption now you and I both know we've been seeing on the queue for years. It's horizontally scalable, vertically specialized with the data, and that's kind of what Amazon's been doing for the past couple of years. And it's on full display here, horizontal integration value with the data and then use machine learning with the modern applications, you get the best of both worlds. He actually called that out on this keynote. So to me, that is a message to all entrepreneurs, all innovators out there that if you wanna change the position in the industry of your company, do those things. There's an opportunity right now to integrate with the cloud to disrupt horizontally, but then on the vertical. So that will be very interesting to see how that plays out. >>And eventually you mentioned Snowflake and I was talking about multi cloud snowflake talks about multi cloud a lot, but I don't even think what they're doing is multi cloud. I think what they're doing is building a data cloud across clouds and their abstracting that infrastructure and so to me, That's not multi Cloud is in. Hey, I run on Google or I run on the AWS or I run on Azure ITT's. I'm abstracting that making that complexity disappeared, I'm creating an entirely new cloud at scale. Quite different. >>Okay, we gotta break it there. Come back into our program. It's our live portion of Cube Live and e. K s Everywhere day. That's multi cloud. If they won't say, that's what I'll say it for them, but the way we go, more live coverage from here at reinvent virtual. We are virtual Cuban John for Dave a lot. They'll be right back.

>>from around the >>globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. Welcome back to the Cubes Coverage Cube Virtual coverage of AWS reinvent 2020 which is also virtual. We're not in person this year. We're doing the remote interviews. But of course, getting all the stories, of course, reinvented, full of partnerships full of news. And we've got a great segment here with Salesforce and AWS. Eileen Schneider Win, who is the senior vice president of strategic partnerships, and Maureen Lundergan, director of worldwide training and certification address. Maureen Eileen. Great to see you. Thanks for coming on. And nice keynote. What's up with the partnership? Give us a quick over your lien. What's what's the Salesforce? A day was partnership. Take a minute to explain it. >>Sure, thank you. I think I'll start out by talking about how sales were thinks about strategic partnerships. So for us, it's really it starts with the customer and being where they want us to be. And we've been so fortunate to be in this relationship with AWS for over five years now. It really started out as an infrastructure based partnership as we were seeing customers start their digital transformation journeys and moved to the cloud. But what has been really exciting as we've spent more time working together and working with our customers, we have now started to move into emotion of really bringing some differentiated solutions between the number one CRM and the most broadly adopted cloud platform to market for customers, uh, in areas like productivity, security and training and certification which will talk more about in a bit Onda. Specifically, some of those solutions are service Cloud Voice Product, which we launched this summer, announced last fall, a dream force as well as our private connect product which creates great security between the AWS platform and Salesforce. >>What? Some of the impact area is actually the two clouds you mentioned CRM and Amazon. We're seeing data obviously being a part of the equation ai machine learning. Um, what's been the impact I lean to your customer specifically >>Yeah, so specifically I'd call out to areas what one is really that foundation of security. Specifically, as government regulations and data security has become more critical, we've really been able to partner together there and and that's been crucial for certain customers in certain regions as well a certain industries like government. Uh, in addition, I would call out again that service cloud voice partnership, a zoo. We see the world moving more digital. This really allows customers to go quickly and, uh, turn on. There are solutions from anywhere at any time. >>You know, I love that any time, anywhere kind of philosophy. Now more than ever. With the pandemic collaborations required more than ever, and some people are used to it. You know, I've seen more technical developers have used to working at home, but not everyone else. The workforce still needs to get the job done. So this idea of collaboration, what is the impact in for your customers and how are you guys helping them? Because I think this is a big theme of this year That's gonna not only carry over, even when the pandemics over this idea of anywhere is all about collaboration. >>Yeah, I totally agree. I mean, the exciting thing about the partnership is we've been talking digital transformation with customers for years, but I think what we saw at the beginning of this year, as we were all thrown home and forced Thio, you know, fire up our jobs from our bedrooms or our garages. It really came down to our ability to work quickly and turn on our solutions. It's and these unprecedented times, while we're going through this now, everything we're building really is the future. So it's not just the tools and technology, it's also the processes and how work is getting done that's really come into play. But again, I'll anchor back to that service blood voice solution. So for us, call centers were completely disrupted. You think of call centers and you know, pre 2020 everyone sitting in a room together, agent side by side managers, having the ability to pop over and assist with a call or managing escalation. Now that's been completely disrupted. And it's been very exciting for us to work with our customers, to reimagine what that looks like again both from a technology perspective but also from a process perspective. And along with that, you had to reimagine how employees are learning these solutions and being trained. So we're very grateful for the partnership with AWS, and we're doing some really amazing things together. >>You know this is one of my favorite things about the enablement of Cloud. But in Salesforce has been a pioneer. As you pointed out, this connectedness feature has always been there. Now more than ever, it's highlighted with call centers, not the call center more. It's the connected center. People are connecting. And I think, Maureen, I think last time you're in the Cube. A few years ago, we were talking about virtual training online, and that was pre pet pandemic. Now you're seeing surge of online training not only because people's jobs are changing and being displaced or even shut down. New roles are emerging, right? So the virtual space Virtual world digital world, there's everyone's getting more digital faster now. How has the cove in 19 changed the landscape for training and skills demand? From your perspective, I >>mean at AWS, we've been working on our virtual capabilities for a while, so we had a digital platform out. We had a great partnership, have a great partnership with Salesforce and putting content on trailhead. We had to pivot very rapidly to virtual instructor led training and also our certifications right. We were lucky that our vendors partnered with us rapidly to pivot certification toe proctor environment. And this actually has helped to expand our ability to deliver the both training and certification in locations that we may not have been able to do before. And we have seen while it slowed. Initially, we have seen such an uptake and training over the last, um, 6 to 8 months. It's been incredible. We've been working with our customers. We've been working with our partnerships like Salesforce. We've been pushing more content out. I think customers and partners air really looking for how toe upscale their employees, uh, in a in a way, that is easy for them. And so it's actually been a great surprise to see the adoption of all of our curriculum over the last couple months. >>Well, congratulations knows a lot more work to do. It's gonna get more engaging, more virtual, more rich media. But this idea of connecting lean I wanna get back to the your your thoughts earlier, um, mentioned trailhead. Maury mentioned trailhead. You guys were doing some work with the virtual training there. What? Can you tell us more about that? And how that's going so far? >>Sounds great. So trailhead is our free online learning platform. And it really started because we have a commitment to democratizing anyone's ability to enter our industry s so you could go there and both online or with our trail head go app and experience what we call trails, which our paths for learning again on different areas of knowledge and skills and technology. And late last year, we announced an incredible partnership with AWS, where we're bringing the AWS learning content and certification to trailhead. And this is really again driven by our customers to are asking us to do our part in bringing mawr of these skilled resource is into the ecosystem. But something I also wanna highlight is I feel like this moment that we're in right now has also forced everyone to reimagine how they're doing learning even businesses, how they're training their employees and again having this free platform. And the partnership with AWS has really helped us go very quickly and create a lot of impact with customers. >>I just want to say I love the trailhead metaphor because, you know, learnings nonlinear. It's asynchronous. You've got digital. So you want to take a shortcut? You gotta know the maps And I think that's, you know, people wanna learn versus the linear, you know, tracks on. And I think that's how people have been learning online. And AWS has got a data driven strategy. Marine, I want to get your take on this because as you bring content on the trailhead, can you talk about how that works? And how you working with Railhead? >>Yeah. I mean, we started conversations a couple of years ago, and I think the interesting thing is that Salesforce and AWS have a very similar philosophy about bringing education to anybody who wants it. You'll hear me talk a lot about that in my leadership talk at reinvent, but, um, we really believe that we wanna provide content where learners learn and salesforce and trailhead have this amazing captured audience. And, um, you know, we're really looking at exploring. How do we bring education to people that might not otherwise have access to it? On DSO, we started with really foundational level content, a ws Cloud, Practitioner Essentials and AWS Cloud for technical professionals. And the interesting thing is, both of those courses have been consumed. ITT's not enough to just put it out there you want people to complete the trails and we've seen such an amazing uptake on the courses with, like 85% completion rate on one of the trails and 95% completion rate on the other one. And to keep customers engage is really a credit toe. How trailhead is designed. >>You know, it's interesting. The certification people don't lose sight of the fact that that's kind of the in the end state. Then you start a new trail. I mean, this >>is >>the this is really what it's all about. Can you just share some observations that you've seen for people that are coming into this now to say, Hey, okay, what do I expect? And what are some of the outcomes? >>Yeah, I mean, first, what we're seeing is our customers are being very clear that they need more of these skills. So we're also seeing the need for Salesforce administrators out in our ecosystem. And I think with everything going on this year, it's also an opportunity for people who are looking to pivot. Their careers were moving to tech and again, this free learning platform and the content that we're bringing has been really powerful and again for us. The need for salesforce administrators and cloud practitioners out in our ecosystem are in more demand than ever. >>Maureen. From your perspective on AWS, you see a lot of the new new jobs cybersecurity, Brazilian openings. Where do you see the most needs on for training and certification? Can you highlight some of the areas that are emerging and trending, if you will? >>I would say it's interesting because what we're seeing is is both ends of the spectrum. People that are really trying to just really understand who cloud is, whether it's, ah, business leader within an organization, a finance person, a marketing person. So cloud practitioner, you know, we're seeing huge adoption and consumption on both our platform in on Salesforce. But also some other areas are security and machine learning machine learning. We have five learning paths on our digital platform. We've also extended that content out to other platforms and the consumption rate is significant. And so, you know, I think we're seeing, uh, customers consume that. But the other thing that we're doing is we're really focused on looking at who doesn't have access to education and making sure that's available. So I think the large adoption of Cloud Practitioner in Practitioner is is largely due to the other things that we're doing with programs like Restart our academic programs >>to close it out, Alina want to get your thoughts and final thoughts on the relationship and how people can find more information about this partnership and what it means. Take, take it home. >>Thank you for asking. So just like everything else we've been talking about today, we've had to reimagine how we're showing up at this event together and very exciting thing that my team has created is the AWS Virtual Park. And anyone can access that at salesforce dot com slash aws. So please go check it out. You can experience our products here from our experts and experience its innovation on your own. >>Great insight. Thanks for coming on and participating. Really appreciate Salesforce and AWS two big winning leading clouds working together Trail had great great offering. Thanks for coming on sharing the news. Appreciate >>it. Thank you. >>It's the Cube virtual covering. It was reinvent virtual. Of course. Check out all the information here All three weeks. Walter Wall coverage. I'm John Fury with the Cube. Thanks for watching

>>from around the globe. It's the Cube with coverage of Yukon and Cloud. Native Con North America. 2020. Virtual Brought to You by Red Hat, The Cloud, Native Computing Foundation and Ecosystem Partners Welcome back to the Cube. Virtual coverage of KUB Con Cloud native 2020. It's virtual this year. We're not face to face. Were normally in person where we have great interviews. Everyone's kind of jamming in the hallways, having a good time talking tech, identifying the new projects and knew where So we're not. There were remote. I'm John for your host. We've got two great gas, both Cuba alumni's Chris. And is it chief technology officer of the C and C F Chris, Welcome back. Great to see you. Thanks for coming on. Appreciate it. >>Awesome. Glad to be here. >>And, of course, another Cube alumni who is in studio. But we haven't had him at a Show Jr store meant executive director of the Fin Ops Foundation. And that's the purpose of this session. A interesting data point we're going to dig into how cloud has been enabling Mawr communities, more networks of practitioners who are still working together, and it's also a success point Chris on the C N C F vision, which has been playing out beautifully. So we're looking forward to digging. Jr. Thanks for coming on. Great to see you. >>Yeah, great to be here. Thanks, John. >>So, first of all, I want to get the facts out there. I think this is really important story that people should pay attention to the Finn Ops Foundation. That J. R. That you're running is really an interesting success point because it's it's not the c n c f. Okay. It's a practitioner that builds on cloud. Your experience in community you had is doing specific things that they're I won't say narrow but specific toe a certain fintech things. But it's really about the success of Cloud. Can you explain and and layout for take a minute to explain What is the fin Ops foundation and has it relate to see NCF? >>Yeah, definitely. So you know, if you think about this, the shift that we've had to companies deploying primarily in cloud, whether it be containers a ciencia focuses on or traditional infrastructure. The thing that typically people focus on right is the technology and innovation and speed to market in all those areas. But invariably companies hit this. We'd like to call the spend panic moment where they realize they're They're initially spending much more than they expected. But more importantly, they don't really have the processes in place or the people or the tools to do things like fully, you know, understand where their costs are going to look at how to optimize those to operate that in their organizations. And so the foundation pinups foundation eyes really focused on, uh, the people in practitioners who are in organizations doing cloud financial management, which is, you know, being those who drive this accountability of this variable spin model that's existed. So we were partnering very closely with, uh, see NCF. And we're now actually part of the Linux Foundation as of a few months ago, Uh, and you know, just to kind of put into context how that you kind of Iraq together, whereas, you know, CNC s very focused on open source coordinative projects, you know, For example, Spotify just launched their backstage cloud called Management Tool into CFCF Spotify folks, in our end, are working on the best practices around the cloud financial management that standards to go along with that. So we're there to help, you know, define this sort of cultural transformation, which is a shift to now. Engineers happen to think about costs as they never did before. On finance, people happen to partner with technology teams at the speed of cloud, and, you know executives happen to make trade off decisions and really change the way that they operate the business. With this variable page ago, engineers have all the access to spend the money in Cloud Model. >>Hey, blank check for engineers who doesn't like that rain that in its like shift left for security. And now you've got to deal with the financial Finn ops. It's really important. It's super point, Chris. In all seriousness. Putting kidding aside, this is exactly the kind of thing you see with open sores. You're seeing things like shift left, where you wanna have security baked in. You know what Jr is done in a fabulous job with his community now part of Linux Foundation scaling up, there's important things to nail down that is specific to that domain that are related to cloud. What's your thoughts on this? Because you're seeing it play out. >>Yeah, no, I mean, you know, I talked to a lot of our end user members and companies that have been adopting Cloud Native and I have lots of friends that run, you know, cloud infrastructure at companies. And Justus Jr said, You know, eventually there's been a lot of success and cognitive and want to start using a lot of things. Your bills are a little bit more higher than you expect. You actually have trouble figuring out, you know, kind of who's using what because, you know, let's be honest. A lot of the clouds have built amazing services. But let's say the financial management and cost management accounting tools charge back is not really built in well. And so I kind of noticed this this issue where it's like, great everyone's using all these services. Everything is great, But costs are a little bit confusing, hard to manage and, you know, you know, scientifically, you know, I ran into, you know, Jr and his community out there because my community was having a need of like, you know, there's just not good tools, standards, no practices out there. And, you know, the Finau Foundation was working on these kind of great things. So we started definitely found a way to kind of work together and be under the same umbrella foundation, you know, under the under Linux Foundation. In my personal opinion, I see more and more standards and tools to be created in this space. You know, there's, you know, very few specifications or standards and trying to get cost, you know, data out of different clouds and tools out there, I predict, Ah, lot more work is going to be done. Um, in this space, whether it's done and defendants foundation itself, CNC f, I think will probably be, uh, collaboration amongst communities. Can I truly figure this out? So, uh, engineers have any easier understanding of, you know, if I spent up the service or experiment? How much is this actually going to potentially impact the cost of things and and for a while, You know, uh, engineers just don't think about this. When I was at Twitter, we spot up services all time without really care about cost on, and that's happening a lot of small companies now, which don't necessarily have as a big bucket. So I'm excited about the space. I think you're gonna see a huge amount of focus on cloud financial management drops in the near future. >>Chris, thanks for that great insight. I think you've got a great perspective. You know, in some cases, it's a fast and loose environment. Like Twitter. You mentioned you've got kind of a blank check and the rocket ships going. But, Jr, this brings up to kind of points. This kind of like the whole code side of it. The software piece where people are building code, but also this the human error. I mean, we were playing with clubs, so we have a big media cloud and Amazon and we left there. One of the buckets open on the switches and elemental. We're getting charged. Massive amounts for us cash were like, Wait a minute, not even using this thing. We used it once, and it left it open. It was like the water was flowing through the pipes and charging us. So you know, this human error is throwing the wrong switch. I mean, it was simply one configuration error, in some cases, just more about planning and thinking about prototypes. >>Yeah. I mean, so take what your experience there. Waas and multiply by 1000 development teams in a big organization who all have access to cloud. And then, you know, it's it's and this isn't really about a set of new technologies. It's about a new set of processes and a cultural change, as Chris mentioned, you know, engineers now thinking about cost and this being a whole new efficiency metric for them to manage, right? You know, finance teams now see this world where it's like tomorrow. The cost could go three x the next day they could go down. You've got, you know, things spending up by the second. So there's a whole set of cross functional, and that's the majority of the work that are members do is really around. How do we get these cross functional teams working together? How do we get you know, each team up leveled on what they need, understand with cloud? Because not only is it, you know, highly variable, but it's highly decentralized now, and we're seeing, you know, cloud hit. These sort of material spend levels where you know, the big, big cloud spenders out there spending, you know, high nine figures in some cases you know, in cloud and it's this material for their for their businesses. >>And let's just let's be honest. Here is like Clouds, for the most part, don't really have a huge incentive in offering limits and so on. It's just, you know, like, hey, the more usage that the better And hopefully getting a group of practitioners in real figures. Well, holy put pressure to build better tools and services in this area. I think actually it is happening. I think Jared could correct me if wrong. I think AWS recently announced a feature where I think it's finally like quotas, you know, enabled, you know, you have introducing quotas now for and building limits at some level, which, you know, I think it's 2020 Thank you know, >>just to push back a little bit in support of our friends, you ask Google this company, you know, for a long time doing this work, we were worried that the cloud would be like, What are you doing? Are you trying to get our trying to minimize commitments and you know the dirty secret of this type of work? And I were just talking a bunch of practitioners today is that cloud spend never really goes down. When you do this work, you actually end up spending more because you know you're more comfortable with the efficiency that you're getting, and your CEO is like, let's move more workloads over. But let's accelerate. Let's let's do Maurin Cloud goes out more data centers. And so the cloud providers air actually largely incentivized to say, Yeah, we want people to be officially don't understand this And so it's been a great collaboration with those companies. As you said, you know, aws, Google, that you're certainly really focused in this area and ship more features and more data for you. It's >>really about getting smart. I mean, you know, they no, >>you could >>do it. I mean, remember the old browser days you could switch the default search engine through 10 menus. You could certainly find the way if you really wanted to dig in and make policy a simple abstraction layer feature, which is really a no brainer thing. So I think getting smarter is the right message. I want to get into the synergy Chris, between this this trend, because I think this points to, um kind of what actually happened here if you look at it at least from my perspective and correct me if I'm wrong. But you had jr had a community of practitioners who was sharing information. Sounds like open source. They're talking and sharing, you know? Hey, don't throw that switch. Do This is the best practice. Um, that's what open communities do. But now you're getting into software. You have to embed cost management into everything, just like security I mentioned earlier. So this trend, I think if you kind of connect the dots is gonna happen in other areas on this is really the synergy. Um, I getting that right with CNC >>f eso The way I see it is, and I dream of a future where developers, as they develop software, will be able to have some insight almost immediately off how much potential, you know, cost or impact. They'll have, you know, on maybe a new service or spinning up or potentially earlier in the development cycle saying, Hey, maybe you're not doing this in a way that is efficient. Maybe you something else. Just having that feedback loop. Ah lot. You know, closer to Deb time than you know a couple weeks out. Something crazy happens all of a sudden you notice, You know, based on you know, your phase or financial folks reaching out to you saying, Hey, what's going on here? This is a little bit insane. So I think what we'll see is, as you know, practitioners and you know, Jr spinoffs, foundation community, you know, get together share practices. A lot of them, you know, just as we saw on sense. Yeah, kind of build their own tools, models, abstractions. And, you know, they're starting to share these things. And once you start sharing these things, you end up with a you know, a dozen tools. Eventually, you know, sharing, you know, knowledge sharing, code sharing, you know, specifications. Sharing happens Eventually, things kind of, you know, become de facto tools and standards. And I think we'll see that, you know, transition in the thin ops community over the next 12 to 4 months. You know, very soon in my thing. I think that's kind of where I see things going, >>Jr. This really kind of also puts a riel, you know, spotlight and illustrates the whole developer. First cliche. I mean, it's really not a cliche. It's It's happening. Developers first, when you start getting into the calculations of our oi, which is the number one C level question is Hey, what's the are aware of this problem Project or I won't say cover your ass. But I mean, if someone kind of does a project that it breaks the bank or causes a, you know, financial problem, you know, someone gets pulled out to the back would shed. So, you know, here you're you're balancing both ends of the spectrum, you know, risk management on one side, and you've got return on investment on the other. Is that coming out from the conversation where you guys just in the early stages, I could almost imagine that this is a beautiful tailwind for you? These thes trends, >>Yeah. I mean, if you think about the work that we're doing in our practice you're doing, it's not about saving money. It's about making money because you actually want empower those engineers to be the innovation engines in the organization to deliver faster to ship faster. At the same time, they now can have, you know, tangible financial roo impacts on the business. So it's a new up leveling skill for them. But then it's also, I think, to Christmas point of, you know, people seeing this stuff more quickly. You know what the model looks like when it's really great is that engineers get near real time visibility into the impact of their change is on the business, and they can start to have conversations with the business or with their finance partners about Okay, you know, if you want me to move fast, I could move fast, But it's gonna cost this if you want me to optimize the cost. I could do that or I can optimize performance. And there's actually, you know, deeper are like conversation the candidate up. >>Now I know a lot of people who watch the Cube always share with me privately and Chris, you got great vision on this. We talked many times about it. We're learning a lot, and the developers are on the front lines and, you know, a lot of them don't have MBAs and, you know they're not in the business, but they can learn quick. If you can code, you can learn business. So, you know, I want you to take a minute Jr and share some, um, educational knowledge to developers were out there who have to sit in these meetings and have to say, Hey, I got to justify this project. Buy versus build. I need to learn all that in business school when I had to see s degree and got my MBA, so I kind of blended it together. But could you share what the community is doing and saying, How does that engineer sit in the meeting and defend or justify, or you some of the best practices what's coming out of the foundation? >>Yeah, I mean, and we're looking at first what a core principles that the whole organization used to line around. And then for each persona, like engineers, what they need to know. So I mean, first and foremost, it's It's about collaboration, you know, with their partners andan starting to get to that world where you're thinking about your use of cloud from a business value driver, right? Like, what is the impact of this? The critical part of that? Those early decentralization where you know, now you've got everybody basically taking ownership for their cloud usage. So for engineers, it's yes, we get that information in front of us quickly. But now we have a new efficiency metric. And engineers don't like inefficiency, right? They want to write fishing code. They wanna have efficient outcomes. Um, at the same time, those engineers need to now, you know, have ah, we call it, call it a common lexicon. Or for Hitchhiker's Guide to the Galaxy, folks. Ah, Babel fish that needs to be developed between these teams. So a lot of the conversations with engineers right now is in the foundation is okay. What What financial terms do I need to understand? To have meaningful conversations about Op X and Capex? And what I'm going to make a commitment to a cloud provider like a committed use discount, Google or reserved instance or savings Planet AWS. You know, Is it okay for me to make that? What? How does that impact our, you know, cost of capital. And then and then once I make that, how do I ensure that I could work with those teams to get that allocated and accounted? The right area is not just for charge back purposes, but also so that my teams can see my portion of the estate, right? And they were having the flip side of that conversation with all the finance folks of like, You need to understand how the variable cloud, you know, model works. And you need to understand what these things mean and how they impact the business. And then all that's coming together. And to the point of like, how we're working with C and C f you know, into best practices White papers, you know, training Siri's etcetera, sets of KP eyes and capabilities. Onda. All these problems have been around for years, and I wouldn't say they're solved. But the knowledge is out there were pulling it together. The new level that we're trying to talk with the NCF is okay. In the old world of Cloud, you had 1 to 1 use of a resource. You're running a thing on an instance in the new world, you're running in containers and that, you know, cluster may have lots of pods and name spaces, things inside of it that may be doing lots of different workloads, and you can no longer allocate. I've got this easy to instance and this storage to this thing it's now split up and very ephemeral. And it is a whole new layer of virtualization on top of virtual ization that we didn't have to deal with before. >>And you've got multiple cloud. I'll throw that in there, just make another dimension on it. Chris, tie this together cause this is nice energy to scale up what he's built with the community now, part of the Linux Foundation. This fits nicely into your vision, you know, perfectly. >>Yeah, no, 100% like, you know, so little foundation. You know, as you're well, well aware, is just a federation of open source foundations of groups working together to share knowledge. So it definitely fits in kind of the little foundation mission of, you know, building the largest share technology investment for, you know, humankind. So definitely good there with my kind of C and C f c T o hat, you know, on is, you know, I want to make sure that you know, you know my community and and, you know, the community of cloud native has access and, you know, knowledge about modern. You know, cloud financial management practices out there. If you look at some of the new and upcoming projects in ciencia things like, you know, you know, backstage, which came out of Spotify. They're starting to add functionality that, you know, you know, originally backstage kind of started out as this, you know, everyone builds their own service catalog to go catalog, and you know who owns what and, you know and all that goodness and developers used it. And eventually what happened is they started to add cost, you know, metrics to each of these services and so on. So it surfaces things a little bit closer, you know, a depth time. So my whole goal is to, you know, take some of these great, you know, practices and potential tools that were being built by this wonderful spinoffs community and trying to bring it into the project. You know, front inside of CNC F. So having more projects either exposed, you know, useful. You know, Finn, ops related metrics or, you know, be able to, you know, uh, you know, tool themselves to quickly be able to get useful metrics that could be used by thin ox practitioners out there. That's my kind of goal. And, you know, I just love seeing two communities, uh, come together to improve, improve the state of the world. >>It's just a great vision, and it's needed so and again. It's not about saving money. Certainly does that if you play it right, but it's about growth and people. You need better instrumentation. You need better data. You've got cloud scale. Why not do something there, right? >>Absolutely. It's just maturity after the day because, you know, a lot of engineers, you know, they just love this whole like, you know, rental model just uses many Resource is they want, you know, without even thinking about just basic, you know, metrics in terms of, you know, how many idle instances do I have out there and so, like, people just don't think about that. They think about getting the work done, getting the job done. And if they anything we do to kind of make them think a little bit earlier about costs and impact efficiency, charge back, you know, I think the better the world isn't Honestly, you know, I do see this to me. It's It's almost like, you know, with my hippie hat on. It's like Stephen Green or for the more efficient we are. You know, the better the world off cloud is coming. Can you grow? But we need to be more efficient and careful about the resource is that we use in sentencing >>and certainly with the pandemic, people are virtually you wanted mental health, too. I mean, if people gonna be pulling their hair out, worrying about dollars and cents at scale, I mean, people are gonna be freaking out and you're in meetings justifying why you did things. I mean, that's a time waster, right? I mean, you know, talking about wasting time. >>I have a lot of friends who, you know, run infrastructure at companies. And there's a lot of you know, some companies have been, you know, blessed during this, you know, crazy time with usage. But there is a kind of laser focused on understanding costs and so on and you not be. Do not believe how difficult it is sometimes even just to get, you know, reporting out of these systems, especially if you're using, you know, multiple clouds and multiple services across them. It's not. It's non trivial. And, you know, Jared could speak to this, But, you know, a lot of this world runs in like terrible spreadsheets, right and in versus kind of, you know, nice automated tools with potential, a p I. So there's a lot of this stuff. It's just done sadly in spreadsheets. >>Yeah, salute the flag toe. One standard to rally around us. We see this all the time Jr and emerging inflection points. No de facto kind of things develop. Kubernetes took that track. That was great. What's your take on what he just said? I mean, this is a critical path item for people from all around. >>Yeah, and it's It's really like becoming this bigger and bigger data problem is well, because if you look at the way the clouds are building, they're building per seconds and and down to the very fine grain detail, you know, or functions and and service. And that's amazing for being able to have accountability. But also you get people with at the end of the month of 300 gigabyte billing files, with hundreds of millions of rows and columns attached. So, you know, that's where we do see you companies come together. So yeah, it is a spreadsheet problem, but you can now no longer open your bill in a spreadsheet because it's too big. Eso you know, there's the native tools are doing a lot of work, you know, as you mentioned, you know, AWS and Azure Google shipping a lot. There's there's great, you know, management platforms out there. They're doing work in this area, you know, there's there's people trying to build their own open source the things like Chris was talking about as well. But really, at the end of the day like this, this is This is not a technology. Changes is sort of a cultural shift internally, and it's It's a lot like the like, you know, move from data center to cloud or like waterfall to Dev ops. It's It's a shift in how we're managing, you know, the finances of the money in the business and bringing these groups together. So it it takes time and it takes involvement. I'm also amazed I look like the job titles of the people who are plugged into the Phenoms Foundation and they range from like principal engineers to tech procurement. Thio you know, product leaders to C. T. O. S. And these people are now coming together in the classic to get a seat at the table right toe, Have these conversations and talk about not How do we reduce, you know, cost in the old eighties world. But how do we work together to be more quickly to innovate, to take advantage of these cognitive technologies so that we could be more competitive? Especially now >>it's automation. I mean, all these things are at play. It's about software. I mean, software defined operations is clearly the trend we've been covering. You guys been riding the wave cloud Native actually is so important in all these modern APS, and it applies to almost every aspect of stacks, so makes total sense. Great vision. Um, Chris props to you for that, Jr. Congratulations on a great community, Jerry. I'll give you the final word. Put a plug in for the folks watching on the fin ops Foundation where you're at. What are you looking to do? You adding people, What's your objectives? Take a minute to give the plug? >>Yeah, definitely. We were in open source community, which means we thrive on people contributing inputs. You know, we've got now almost 3000 practitioner members, which is up from 1500 just this this summer on You know, we're looking for those who have either an interesting need to plug into are checked advisory council to help define standards as part of this event, The cognitive gone we're launching Ah, white paper on kubernetes. Uh, and how to do confidential management for it, which was a collaborative effort of a few dozen of our practitioners, as well as our vendor members from VM Ware and Google and APP Thio and a bunch of others who have come together to basically defined how to do this. Well, and, you know, we're looking for folks to plug into that, you know, because at the end of the day, this is about everybody sort of up leveling their skills and knowledge and, you know, the knowledge is out there, nobody's head, and we're focused on how toe drive. Ah, you know, a central collection of that be the central community for it. You enable the people doing this work to get better their jobs and, you know, contribute more of their companies. So I invite you to join us. You know, if your practitioner ITT's Frito, get in there and plug into all the bits and there's great slack interaction channels where people are talking about kubernetes or pinups kubernetes or I need to be asked Google or where we want to go. So I hope you consider joining in the community and join the conversation. >>Thanks for doing that, Chris. Good vision. Thanks for being part of the segment. And, as always, C N C F. This is an enablement model. You throw out the soil, but the 1000 flowers bloom. You don't know what's going to come out of it. You know, new standards, new communities, new vendors, new companies, some entrepreneur Mike jump in this thing and say, Hey, I'm gonna build a better tool. >>Love it. >>You never know. Right? So thanks so much for you guys for coming in. Thanks for the insight. Appreciate. >>Thanks so much, John. >>Thank you for having us. >>Okay. I'm John Furry, the host of the Cube covering Coop Con Cloud, Native Con 2020 with virtual This year, we wish we could be there face to face, but it's cute. Virtual. Thanks for watching

>>from the Cube Studios in Palo Alto in Boston, connecting with thought leaders all around >>the world. This is a cute conversation high, but this is Day Volonte. And as you know, we've been tracking the next generation of clouds. Sometimes we call it Cloud to two point. Frank's Lukman is here to really unpack this with me. Frank. Great to see you. Thanks for coming on. >>Yeah, you as well. They could see it >>s o obviously hot off your AIPO A lot of buzz around that. Uh, that's fine. We could we could talk about that, but I really want to talk about the future. What? Before we get off the I p o. That was something you told me when you're CEO service. Now you said, hey, we're priced to perfection, so it looks like snowflakes gonna be priced to perfection. It's a marathon, though. You You made that clear. I presume it's not any different here for you. Yeah, >>well, I think you know the service now. Journey was different in the sense that we were kind of under the underdogs, and people sort of discovered over the years the full potential of the company and I think there's stuff like they pretty much discovered a day. One. It's a little bit more, More sometimes it's nice to be an underdog. Were a bit of an over dog in this, uh, this particular scenario, but, you know, it is what it is, Andre. You know, it's all about execution delivering the results, delivering on our vision, Uh, you know, being great with our customers. And, uh, hopefully the chips will fall where they where they may. At that point, >>yeah, you're you're You're a poorly kept secret at this point, Frank. After a while, I wanted, you know, I've got some excerpts of your book that that I've been reading. And, of course, I've been following your career since the two thousands. You're off sailing. You mentioned in your book that you were kind of retired. You were done, and then you get sucked back in now. Why? I mean, are you in this for the sport? What's the story here? >>Uh, actually, that that's not a bad way of characterizing it. I think I am in that, uh, you know, for the sport, uh, you know the only way to become the best version of yourself is to be to be under the gun and, uh, you know, every single day. And that's that's certainly what we are. It sort of has its own rewards building great products, building great companies, regardless off you know what the spoils. Maybe it has its own rewards. And I It's hard for people like us to get off the field and, you know, hang it up. So here we are. >>You know, you're putting forth this vision now the data cloud, which obviously it's good marketing, but I'm really happy because I don't like the term Enterprise Data Warehouse. I don't think it reflects what you're trying to accomplish. E D. W. It's slow on Lee. A few people really know how to use it. The time value of data is gone by the time you know, your business is moving faster than the data in the D. W. And it really became a savior because of Sarbanes Oxley. That's really what it came a reporting mechanism. So I've never seen What you guys are doing is is e d w. So I want you to talk about the data cloud. I want to get into the to the vision a little bit and maybe challenge you on a couple things so our audience can better understand it. Yes. So >>the notion of a data cloud is is actually, uh, you know, type of cloud that we haven't had. I mean, data has been been fragmented and locked up in a million different places in different clouds. Different cloud regions, obviously on premise, um, And for data science teams, you know, they're trying thio drive analysis across datasets, which is incredibly hard, Which is why you know, a lot of this resorts to, you know, programming on bond things of that sort of. ITT's hardly scalable because the data is not optimized. The economics are not optimized. There's no governance model and so on. But a data cloud is actually the ability thio loosely couple and lightly Federated uh, data, regardless of where it is. So it doesn't have scale limitations or performance limitations. Uh, the way traditional data warehouses have had it. So we really have a fighting chance off really killing the silos and unlocking the bunkers and allowing the full promise of data sciences and ml On day I thio really happen. I mean, a lot of lot of the analysis that happens on data is on the single data set because it's just too damn hard, you know, to drive analysis across multiple data sets. And, you know, when we talk to our customers, they have very precise designs on what they're trying to do. They say, Look, we are trying to discover, you know, through through through deep learning You know what the patterns are that lead to transactions. You know, whether it's if you're streaming company. Maybe it's that you're signing up for a channel or you're buying a movie or whatever it is. What is the pattern you know, of data points that leads us to that desired outcome. Once you have a very accurate description of the data relationships, you know that results in that outcome, you can then search for it and scale it, you know, tens of million times over. That's what digital enterprises do, right? So in order to discover these patterns enriched the data to the point where the patterns become incredibly predictive. Uh, that's that's what snowflake is formed, right? But it requires a completely Federated Data mo because you're not gonna find a data pattern in the in the single data set per se right? So that's that's what it's all about. I mean, the outcomes of a data cloud are very, very closely related to the business outcomes that the user is seeking, right? It's not some infrastructure process. It has a very remote relationship with business outcome. This is very, very closely related. >>So it doesn't take a brain surgeon to look at the Trillion Years Club. And so I could see that I could see the big you know, trillion dollars apple $2 trillion market cap companies. They got data at the core, whereas most companies most incumbents. Yeah, it might be a bottling plant that the core, some manufacturing or some other processes they put, they put data around it in these silos. It seems like you're trying toe really? Bring that innovation and put data at the core. And you've got an architecture to do that. You talk about your multi cluster shared storage architecture. You mentioned you mentioned data sharing it. Will this, in your opinion, enable, for instance, incumbents to do what a lot of the startups were able to do with the cloud days? I mean they got access to data centers, which they they couldn't have before the cloud you're trying to do with something similar with data. >>Yeah, so So, you know, obviously there's no doubt that the cloud is a critical enabler. This wouldn't be happening. Uh, you know what? I was at the same time, the trails that have been blessed by the likes of Facebook and Google. Uh, e the reason those enterprises are so extraordinary valuable is is because of what they know. Uh, you know, through data and how they can monetize what they know through data. But that is now because that power is now becoming available, you know, to every single enterprise out there. Right, Because the data platform, the underlying cloud capabilities, we are now delivering that to anybody who wants it. Now, you still need to have strong date engineering data science capabilities. It's not like falling off a log, but fundamentally, those capabilities are now, you know, broadly accessible in the marketplace. >>So we're talking upfront about some of the differences between what you've done earlier in your career. Like I said, you're the worst kept secret, you know, Data domain. I would say it was sort of somewhat of a niche market. You you blew it up until it was very disruptive, but it was somewhat limited in what could be done. Uh, and and maybe some of that limitation, you know, wouldn't have occurred if you stay the price, uh, independent company service. Now you mop the table up because you really had no competition there, Not the case here. You you've got some of the biggest competitors in the world, so talk about that. And what gives you confidence that you can continue to dominate, >>But, you know, it's actually interesting that you bring up these companies. I mean, data. The man was a scenario where we were constrained on market and literally we were a data backup company. As you recall, we needed to move into backup software. Need to move the primary storage. While we knew it, we couldn't execute on it because it took tremendous resource is which, back in the day, it was much harder than one of this right now. So we ended up selling the company to E M. C and and now part of Dell. But way short, uh, we're left with some trauma from that experience, Uh, that, you know, why couldn't we, you know, execute on that transformation? So coming to service now, we were extremely. I'm certainly need personally, extremely attuned to the challenges that we have endured in our prior company. One of the reasons why you saw service now break out at scale at tremendous growth rights is because of what we have learned from the prior journey. We're not gonna ever get caught again in a situation where we could not sustain our markets and sustain our growth. So if service I was very much the execution model was very much a reaction to what we had encountered in the prior company. Now coming into snowflake totally different deal. Because not only is there's a large market, this is a developing market. I think you've pointed out in some of your broadcasting that this market is very much in flux on the reason is that you know, technology is now capable of doing things for for people and enterprises that they could never do before. So people are spending way mawr resource is than they ever thought possible on these new capability. So you can't think in terms of static markets and static data definitions, it means nothing. Okay, These things are so in transition right now, it's very difficult for people you know to to scope that the scale of this opportunity. >>Yeah. I wanna understand you're thinking around and, you know, I've written about the TAM, and can Snowflake grow into its valuation and the way I drew it, I said, Okay, you got data Lakes and you got Enterprise Data Warehouse. That's pretty well understood. But I called it data as a service to cover the closest analogy to your data cloud. And then even beyond that, when you start bringing in the edge and real time data, uh, talk about how you're thinking about that, Tam. And what what you have to do to participate. You have toe, you know, bring adjacent capabilities, ISAT this read data sharing that will get you there. In other words, you're not like a transaction system. You hear people talking about converge databases, you hear? Talk about real time inference at the edge that today anyway, isn't what snowflake is about. Does that vision of data sharing and the data cloud does that allow you to participate in that massive, multi $100 billion tam that that I laid out and probably others as well. >>Yeah, well, it is always difficult. Thio defined markets based on historical concept that probably not gonna apply whole lot for much longer. I mean, the way we think of it is that data is the beating heart of the digital enterprise on, uh, you know, digital enterprises today. What do you look at? People against the car door dash or so on. Um, they were built from the ground up to be digital on the prices and data Is the beating heart off their operation Data operations is their manufacturing, if you will, um, every other enterprise out there is is working very hard to become digital or part digital and is going to learn to develop data platforms like what we're talking about here to data Cloud Azaz. Well, as the expertise in terms of data engineering and data scientist to really fully become a digital enterprise, right. So, you know, we view data as driving operations off the digital enterprise. That's really what it iss right data, and it's completely data driven. And there's no people involved. People are developing and supporting the process. But in the execution, it is end to end. Data driven. Being that data is the is the signal that initiates the process is technol assess. Their there being a detective, and then they fully execute the entire machinery probe Problematic machinery, if you will, um, you know, of the processes that have been designed, for example, you know, I may fit a certain pattern. You know, that that leads to some transactional context. But I've not fully completed that pattern until I click on some Lincoln. And all of a sudden proof I have become, you know, a prime prospect system, the text that in the real time and then unleashes Oh, it's outreach and capabilities to get me to transact me. You and I are experiencing this every day. You know, when we're when we're online, you just may not fully re election. That's what's happening behind the scenes. That's really what this is all about. So and so to me, this is sort of the new online transaction processing is enter and, uh, you know, data digital. Uh, no process that is continually acquiring, analyzing and acting on data. >>Well, you've talked about the time time value of of data. It loses value over time. And to the extent that you can actually affect decisions, maybe before you lose the customer before you lose the patient even even more importantly or before you lose the battle. Uh, there's all kinds of, you know, mental models that you can apply this. So automation is a key part of that. And then again, I think a lot of people like you said, if you just try to look at historical markets, you can't really squint through those and apply them. You really have toe open up your mind and think about the new possibilities. And so I could see your your component of automation. I I see what's happening in the r P. A space and and I could see See these this massive opportunities Thio really change society, change business, your last thoughts. >>There's just there's just no scenario that I can envision where data is not completely core in central to a digital enterprise, period. >>Yeah, I think I really do think, Frank, your your your Your vision is misunderstood somewhat. I think people say Okay. Hey, we'll bet on salute men Scarpelli the team. That's great to do that. But I think this is gonna unfold in a way that people may be having predicted that maybe you guys, yourselves and your founders, you know, haven't have aren't able to predict as well. But you've got that good, strong architectural philosophy that you're pursuing and it just kind of feels right, doesn't it? >>You know, I mean, one of the 100 conversations and, uh, you know, things is the one of the reasons why we also wrote our book. You know, the rights of the data cloud is to convey to the marketplace that this is not an incremental evolution, that this is not sort of building on the past. There is a real step function here on the way to think about it is that typically enterprises and institutions will look at a platform like snowflakes from a workload context. In other words, I have this business. I have this workload. This is very much historically defined, by the way. And then they benchmark us, you know, against what they're what they're already doing on some legacy platform. And they decided, like, Yeah, this is a good fit. We're gonna put Snowflake here. Maybe there, but it's still very workload centric, which means that we are essentially perpetuating the mentality off the past. Right? We were doing it. Wanna work, load of the time We're creating the new silos and the new bunkers of data in the process. And we're really not approaching this with level of vision that the data science is really required to drive maximum benefit from data. So our arguments and this is this is not an easy arguments is to say, toc IOS on any other sea level person that wants to listen to that look, you know, just thinking about, you know, operational context and operational. Excellent. It's like we have toe have a platform that allows us unfettered access to the data that, you know, we may need to, you know, bring the analytical power to right. If you have to bring in political power to a diversity of data sets, how are we going to do that right? The data lives in, like, 500 different places. It's just not possible, right, other than with insane amounts of programming and complexity, and then we don't have the performance, and we don't have to economics, and we don't have the governance and so on. So you really want to set yourself up with a data cloud so that you can unleash your data science, uh, capabilities, your machine learning your deep learning capabilities, aan den, you really get the full throttle advantage. You know of what the technology can do if you're going to perpetuate the silo and bunkering of data by doing it won't work. Load of the time. You know, 5, 10 years from now, we're having the same conversation we've been having over the last 40 years, you know? >>Yeah. Operationalize ing your data is gonna require busting down those those silos, and it's gonna require something like the data cloud to really power that to the next decade and beyond. Frank's movement Thanks so much for coming in. The Cuban helping us do a preview here of what's to come. >>You bet, Dave. Thanks. >>All right. Thank you for watching. Everybody says Dave Volonte for the Cube will see you next time

>>live from Orlando, Florida It's the cue covering Microsoft Ignite Brought to you by Cohee City. >>Welcome back, everyone to the Cubes Live coverage of Microsoft IC night here at the Orange County Convention Center in Orlando, Florida I'm your host, Rebecca Knight, coasting along side of stew. Minutemen >>were joined by Patrick Moorehead. He is the founder and principal principal analyst. Atmore Insights and strategy Thank you so much for returning to the Cube. You're a good friend of the queue. >>Thanks for having me on. I mean, it's a great show, and I literally look for the Cube everywhere. >>Very nice. You >>do about 40 events year, and I'm pretty sure you're in >>about exactly, exactly. >>We've got a few more for you to cut. Come Thio. Yeah, in the other place. Year is >>not over. So so many announcements. Today, an 87 page book from From the Microsoft comes team. One of the things that is getting a lot of attention is azure arc. Satya Nadella himself said, I am so excited about this. This marks the beginning of hybrid computing. What are your first impressions of it, and are you able to see the immediate of differences between Stack and an arc >>S o. I think I would say completely expected. Uh, we're out of this drunken sailor mode where everything's going to the public cloud. Oh, my gosh. And everybody is toast. Who's not doing this? Okay, And now we're in this somewhat sober right where 80% of the workloads are still on Prem. And 20 of those have gone on to either SAS or I as or pass, but it's expected now. Microsoft already had a full stack i e azure stack, but this takes it up a notch because you been deployed arc anywhere on anybody's cloud. They even showed a demo of doing backups to eight of us. So whether it's on Prem, and I'm sure they're gonna show it running on GC, Pia's well >>so Patrick, For for a number years we've been saying, When you line up the big hyper scale er's and say who's doing well, a hybrid. Microsoft's been at the top of the list there because they have a strong footprint in my data center. Microsoft gave everyone the green light to go. Do sass is much you can because they're pushing everybody toe. 03 65. And, of course, Azure is growing in, You know, one of the leaders in Public Cloud. The announcements this week were compelling, but it may be kind of rethink is that I think you laid it out well and said, But we've been talking about hybrid cloud your number years, but we're not really there. So you are. It's a first piece. It's only in tech preview. I think you're saying for a singular application, which is databases. That's right. When you look out there and you see you know the VM wear on AWS Azure, Google, Oracle, IBM, you look a AWS with outposts and those things. How is Microsoft doing today at delivering for what customers need, you know today and moving forward on their cloud journey? >>So Microsoft was first out of the gate with azure stack, right? They were doing hybrid before it was cool. It was interesting for about two years when they were rolling in outer building it they weren't talking about it. So I was thinking, Wait a second, is it not catching on, or do they want to put more on the big cloud azure? But in fact they have been diligently working behind the scenes. And while they had to show Wall Street this Hayward, the public cloud, they were actively building out their hybrid opportunities. And I do believe that when it comes to the slice of hybrid they are leading right now. Now it depends on where you start. I guess where I do is their leading if you have a major public cloud. Okay, eight of us, obviously there were the outposts, and everybody in the audience were all in the audience. We gasped when Andy Jassy brought that out. We kind of knew something was being worked on and focus a CZ well. And I think to be a credible player you have tohave both implementations, going one way and going the other, being able to work with other people's clouds but also noticed everybody has their single pane of glass strategy. If you want to go all in on Microsoft, you have arc on dhe. That's really the classic Microsoft embrace and extend. >>Yeah, Patrick, you said, all in on Microsoft. And if I if I look at the enterprise, you've obviously got some Microsoft. There's probably some things you're doing. An azure right, You're you're running. 03 65. You know, there's lots of pieces in the more Microsoft portfolio, but most people aren't all in on anything today. That's right, The same thing. I looked at Antos and said in Google Cloud or in my data center shore. But anthros on AWS And >>no Veum no, no virtualized applications on Antos either. >>So the same question for Microsoft is if I'm in a W s, you know, have a big footprint of AWS. Is this gonna fly or you know what? What? What's your what's your take >>s? So it's funny where I've wound up after 30 years of doing this stuff is there's always gonna be a lock in. You just have to pick the lock and that you want. Some people are comfortable with an A p. I lock in. Some are comfortable with a hardware lock. In some people are comfortable with a development environment, and you're gonna pick one. Just what is it gonna be? The reality is in a Fortune 500. You're gonna have multiple panes of glass using to determine which two or which three are you comfortable with? Maybe all the panic last for deployment. Maybe we'll have a panic glass for ops. The interesting thing that I'm really looking for, though, is where this heads with multi cloud. Because I believe at least to my definition, multi cloud is kind of fiction if you talk about actually managing it because Dev ops are cool. But you know, when you got a multi cloud, you break Dev and you break ups. So this is a way Arc is a way to keep. If you buy into their Dev and the Rapps and their security, you would go all in on our. >>So I'm actually interested in what you were talking about with Microsoft going sort of working behind the scenes to Wall Street, presenting this one thing but really working behind the scenes and then talking about being at the conference in everyone, gasping at Andy Jassy how much our company's really paying attention to every birth of these companies in terms of their competition with each other to to be number one. >>Oh, they'll all say that they don't track the competition, but they all say they all have these massive competitive teams that are operating in a real time and I guarantee you all of Microsoft's competitors Aire watching all these are are here on doing that. Now I think the best companies are looking forward trying to change the game if they have to change the game. Trench vendors are really have been playing catch up mode, right? If you were 100% on Prem and you were talking about the public cloud, you're gonna be in trouble. I think, actually, oracles a great example of they're in trouble, particularly with I s I c databases of service. But it's like too little, too late. And I think they're paying the price right >>now. Patrick A Thanks for teeing up the Oracle piece because one of one of the topics that saga repeatedly talked about in the keynote was trust. It's actually the exponential t to the environment. If you talk about the ecosystem. Microsoft. If you look at the hyper scale, er's is probably more trust in others. We talk about people wanting to break up cos well, you know, we tried to break up Microsoft back years ago way know what happened there, and Oracle was up on stage it Oracle openworld saying you want to run or go on the cloud. Here's Azure. There are partner. We actually think that was a keep east of the jet ideal eyes enabling that environment. So the question I have for you is first, Do you agree that the ecosystem believes that Microsoft is more trusted? But what about customers? I think you actually made a tweet about it, right? Because I wonder, you know, historically speaking, Microsoft was not the most trusted. It was the one that, you know, I was right behind Oracle esta who I spent the most. Licensing money to Microsoft has changed. Are they trusted partner for companies building their strategy? >>I have to say, based on the last, we'll call it five years level of Microsoft Trust has raised. And there are other players who make Microsoft look like the super trust zone. Okay, I mean, in what they're maybe what they're doing in a breaking consumer privacy, Let's say, 95% of your businesses advertising right. >>Let's just say what you imagine this right? >>Having commercial offerings that are SAS offerings out there. I think you do have to ask the question, but But listen, I think, um, nobody's mother Theresa here. Okay, Everybody's trying to get business, but I do believe particularly Cincinnati has been here. Level has trust has has gone up, and I hear it from clients that I that I meet with all the time other people are on the naughty list for sure. Even those 95% advertising companies who haven't, let's say, done something. That's horrible. But it's just the notion that something could go wrong. I mean, enterprises, they're slow to adopt their very conservative and makes great fun. >>Exactly So. Well, one of the other big announcement is power platform, not water. What are you What are your impressions of this? I mean, is it is it just semantics? I mean, is this just really the umbrella of a lot of things we've seen before? Or is it something new and different? >>So we wait, did see some brand changes of name changes, but we did did see Cem Cem riel movement here. I like to put even though they're different. I like to put a B I dynamics 3 65 and power kind of in the same region because it's Hey, I'm teeing up. Um, hr at for you or C R Ram, But then you're gonna build APS on top of that. And that's what where power comes into play, I think the r p a portion was relatively new and what they brought out. But I wouldn't say this was the big news rollout for, uh, for power. I do think, interestingly enough, is it is it is their largest growth area. If you think about what? Let's a sales force tracking up. What s a P is doing out there? Even a work day? That is, if I look at the cubic dollars that are available, that is their first or second business driver. So I was expecting a little bit more news here. How about you? >>Well, I mean, I I'm I'm just the host here. You're the analyst. You know what you're talking about? I think that how I mean, what do you think? Do? >>Yeah. No, Patrick, you know, from people I've been talking to, there's a mixture of some of it was pulling everything together, but there is a rapid movement. You know, when I talked to the r p. A vendor's out there, it's not right. It's not like they're all quaking in their boots. They're still partner with Microsoft shirt. We see IBM in S A p. Everybody's going after that environment. Come on. Our P a is the gateway drug to a I ITT. It's Rebecca was at exactly show recently talking about that so back to that trust. Their Microsoft is not usually making announcements that you walk across the booth and there's a few people you know saying, Can we roll out the beer early? Because we think our business is ruined. That's where some of that trust isn't Microsoft. But that being said, you know, it was curious to me that they didn't have any big partnerships announcement last year. McDermott was up on stage on Dhe. You know he's changed companies since then, but there was a couple of small open source announcements, but not any large partnership announcement. So ecosystem majorly important. Any commentary from you how Microsoft is doing in that grand battle for you? >>So if I look the past couple of years when some of the biggest players CEOs were on stage right, it was about OD I Hey, let's share our data s a P, probably one of the bigger one even though they're doing with Salesforce's. Well, and I think that was a giant giant leap for folks and second of all way, working to see Larry on stage. Because by the way, that I agree with you on Jen. I That was a huge deal to me. Was Oracle outsourcing? I asked Asher, right, That would have been newsworthy. Okay, if I look at what could have been up here, not that there aren't more strategic deals that could be done. I think they're I think people are busy executing at this point. But if you look at who's gonna share the data without the eye that was the biggest. Working with different clouds. Well, we're not gonna get eight of us to get up on stage here, right? We're not gonna get G c. P here on stage, although, although we could have gotten WebEx up stage because apparently WebEx at a Cisco and teams are becoming friends. And maybe we'll see that on a slightly smaller stage >>enterprise connect kind of launch than it is a Microsoft show. >>Exactly. But I was surprised, you know, and I think it's a testament to how powerful teams actually is on. It's funny when, um um teams, which everybody thought was dead after Slack was announced and hang out with Google has actually ended up being the darling off the enterprise. And not just because it comes free with your M one subscription, right? It's really it's a good product. It's a shockingly good product. You don't have to do any of the any security. If you have any security challenges of anything in Microsoft, you'll avenues you here. But that's not the case. It all uses the back and of Microsoft for security and and regulatory. So anyways, I know I'm veering off here. But there was one partner announcement that I saw. It was Cisco WebEx being friends with teams. >>Can't we all just get along? I mean, there we go. When there's money, everybody exactly every continually we can't. It's too >>expensive to go out on your own. >>Patrick always so much fun to have you and I should having you. I'm Rebecca Knight. For Sue Mittleman, >>stay tuned For more of the cubes, live coverage of Microsoft ignite

>> live from Boston, Massachusetts. It's the you covering your red have some twenty nineteen rots. You buy bread hat. >> Good to have you back here on the Cube as we continue our coverage. Live at the Red Had Summit twenty nineteen, Day three of our coverage with you since Tuesday. And now it's just fresh off the keynote stage, joining stew, Minutemen and myself. Chris. Right? VP and chief technology officer at Red Hat. Good job there, Chris. Thanks for being with us this morning. Yeah. >> Thank you. Glad to be here. >> Great. Right? Among your central things, you talked about this, this new cycle of innovation and those components and how they're integrating to create all these great opportunities. So if you would just share for those with those at home who didn't have an opportunity to see the keynote this morning, it's what you were talking about. I don't think they play together. And where that lies with red hat. Yeah, you bet. >> So, I think an important first kind of concept is a lot of what we're doing. Is lane a foundation or a platform? Mean red hats focuses in the platform space. So we think of it as building this platform upon which you build an innovate. And so what we're seeing is a critical part of the future is data. So we're calling it a Kino data centric. It's the data centric economy. Along with that is machine learning. So all the intelligence that comes, what do you dividing? The insights you're grabbing from that data. It introduces some interesting challenges data and privacy and what we do with that data, I mean, we're all personally aware of this. You see the Cambridge Analytica stuff, and you know, we all have concerns about our own data when you combine all of us together techniques for how we can create insights from data without compromising privacy. We're really pushing the envelope into full distributed systems, EJ deployments, data coming from everywhere and the insights that go along with that. So it's really exciting time built on a consistent platform like lycopene shift. >> So, Chris, I always loved getting to dig in with you because that big trend of distributed systems is something that you know we've been working on for quite a long time. But, you know, we fully agree. You said data at the center of everything and that roll of even more distributed system. You know, the multi cloud world. You know, customers have their stuff everywhere and getting their arms around that, managing it, being about leverage and take advantage. That data is super challenging. So you know where where, you know, help us understand some of the areas that red hat in the communities are looking to solve those problems, you know, where are we and what's going well and what's still left to work on. >> Well, there's a couple of different aspect. So number one we're building these big, complex systems. Distributed systems are challenging distribute systems, engineers, air really solving harder problems. And we have to make that accessible to everybody operations teams. And it's one of the things that I think the cloud taught us when you sort of outsource your operations is somebody else. You get this encapsulated operational excellence. We need to bring that to wherever your work clothes are running. And so we talked a lot about a I ops, how you harness the value of data that's coming out of this complex infrastructure, feed it through models and gain insights, and then predict and really Ultimately, we're looking at autonomic computing how we can create autonomous clouds, things that really are operating themselves as much as possible with minimal human intervention. So we get massive scale. I think that's one of the key pieces. The other one really talking about a different audience. The developers. So developers air trying to incorporate similar types of intelligence into their applications were making recommendations. You're tryingto personalize applications for end users. They need easy access to that data. They need easy access to train models. So how do we do that? How do we make that challenging data scientist centric workflow accessible to developers? >> Yeah, just some of the challenges out there. I think about, you know, ten, fifteen years ago, you talk to people, it was like, Well, I had my central source of truth and it was a database. And you talk to most companies now and it's like, Well, I've got a least a dozen different database and you know, my all my different flavors of them and whether in the cloud or whether I have them in my environment, you know, things like a ops trying to help people get involved with them. You talked a little bit in your keynote about some of the partners that you're working on. So how do you, you know, bring these together and simplify them when they're getting, you know, even more and more fragmented? >> Well, it's part of the >> challenge of innovation. I mean, I think there's a there's a natural cycle. Creativity spawns new ideas. New ideas are encapsulated in projects, so there's a wave of expansion in any kind of new technology time frame. And then there's ultimately, you see some contraction as we get really clear winners and the best ideas and in the container orchestration space communities is a great example of that. We had a lot of proliferation of different ways of doing it. Today we're consolidating as an industry around Cooper Netease. So what we're doing is building a platform, building a rich ecosystem around that platform and bringing our partners in who have specific solutions. They look at whether it's the top side of the house, talking to the operations teams or whether it's giving developers easy access to data and training models through some partners that we had today, like perceptive labs and each to a A I this partnership. Bringing it to a common platform, I think, is a critical part of helping the industry move forward and ultimately will see where these best of breed tools come into play. >> Here, uh, you know, maybe help a little bit with with in terms of practical application, you got, you know, open source where you've got this community development going on and then people customized based on their individual needs all well, great, right? How does the inverse happen? Where somebody who does some custom ization and comes up with a revelation of some kind and that applies back to the general community. And we can think of a time where maybe something I'm thinking like Boston children, their imaging, that hospital we saw actually related to another industry somehow and gave them an ah ha moment that maybe they weren't expecting an open source. Roy was the driver that >> Yeah, I think what we showed today were some examples of what If you distill it down to the core, there's some common patterns. There's data, they're streaming data. There's the data processing, and there's a connection of that processed data or train model to an application. So we've been building an open source project called Open Data Hub, where we can bring people together to collaborate on what are the tools that we need to be in this stack of this kind of framework or stack And and then, as we do, that we're talking to banks. They're looking at any money laundering and fraud detection. We're talking to these hospitals that were looking at completely different use cases like HC Healthcare, which is taking data to reduce the amount of time nurses need to spend, gathering information from patients and clearly identify Septus sepsis concerns totally different applications, similar framework. And so getting that industry level collaboration, I think is the key, and that having common platforms and common tools and a place to rally around these bigger problems is exactly how we do that through open source. >> So Lynn exits and an interesting place in the stack is you talked about the one commonality and everything like that. But we're actually at a time where the proliferation of what's happen to get the hardware level is something that you know of an infrastructure and harbor guy by background, and it was like, Oh, I thought We're going to homogenize everything, standardize everything, and it's like, Oh, you're showing off Colin video stuff. And when we're doing all these pieces there, there's all these. You know, new things, Every been things you know you work from the mainframe through the latest armed processors. Give us a little insight as to how your team's geeking out, making sure that they provide that commonality yet can take advantage of some of the cool, awesome stuff that's out there that's enabling that next wave of innovation. >> Yeah, so I share that infrastructure geek nous with you. So I'm so stoked the word that we're in this cycle of harbor innovation, I'll say something that maybe you sounds controversial if we go back in time just five years or a little, a little more. The focus was around cloud computing and bringing massive number of APS to the cloud, and the cloud had kind of a T shirt size, small, medium, large view of the world of computer. It created this notion that Khun computers homogenous. It's a lie. If you go today to a cloud provider and count the number of different machine types they have or instance types it's It's not just three, it's a big number. And those air all specialized. It's for Io throughput. It's for storage acceleration. It's big memory, you know. It's all these different use cases that are required for the full set of applications. Maybe you get the eighty percent in a common core, but there's a whole bunch of specific use cases that require performance optimization that are unique. And what we're seeing, I think, is Moore's law. The laws of physics are kind of colliding a little bit, and the way to get increased acceleration is through specialized hardware. So we see things like TP use from Google. We see until doing deal boost. We've got GPS and even F p G A s and the operating system is there TIO give a consistent application run time while enabling all those hardware components and bringing it all together so the applications can leverage the performance acceleration without having to be tied directly to it. >> Yeah, you actually think you wrote about that right now, one of your a block post that came about how hardware plays this hugely important role. You also talked about innovation and change happening incrementally and And that's not how we kind of think about like big Banks, right? Yeah. Wow, this is But you pointed out in the open source, it really is step by step by step. Which way? Think about disruption is being very dramatic. And there's nothing sexy about step by step. Yeah, that's how we get to Yeah, disruption. I kind of >> hate this innovation, disruption and their buzz words. On the one hand, that's what captures attention. It's not necessarily clear what they mean. I like the idea that, you know, in open source, we do every day, incremental improvements. And it's the culmination of all these improvements over time that unlock new opportunities. And people ask me all the time, where is the future? What do we do and what's going on? You know, we're kind of doing the same thing we've been doing for a long time. You think about micro services as a way to encapsulate functionality, share and reuse with other developers. Well, object oriented programming decades ago was really tryingto tryingto established that same capability for developers. So, you know, the technologies change we're building on our history were always incrementally improving. You bring it all together. And yes, occasionally you can apply that in a business case that totally disrupts an industry and changes the game. But I really wanted encourage people to think about what are the incremental changes you can make to create something fundamentally new. >> All right, I need to poke it that a little bit, Chris, because there's one thing you know, I looked back in my career and look back a decade or two decades. We used to talk about things like intelligence and automation. Those have been around my entire career. Yeah, you look it today, though, you talk about intelligence and talk about automation, it's not what we were doing, you know, just the amount of degrees, what we're having there. It is like if we'd looked at it before, it was like, Oh, my gosh, science fiction's here so, you know, way sometimes lose when we're doing step by step, that something's there making step function, improvements. And now the massive compact, massive changes. So love your opinions there. >> Yeah, well, I think it's a combination, so I talk about the perpetual pursuit of excellence. So you pick up, pick a field, you know, we're talking about management. We got data and how you apply that data. We've been working towards autonomic computing for decades. Concepts and research are old, the details and the technologies and the tools that we have today are quite different. But I'm not. You know, I'm not sure that that's always a major step function. I think part of that is this incremental change. And you look at the number for the amount of kind of processing power and in the GPU today No, this is a problem that that industry has been working on for quite a long time. At some point, we realize, Hey, the vector processing capabilities in the GPU really, really suit the machine learning matrix multiplication world real world news case. So that was a fundamental shift which unlocked a whole bunch of opportunity in terms of how we harness data and turn it into knowledge. >> Yes. So are there any areas that you look at? Now that we've been working at that, you feel we're kind of getting to those tipping points or the thie waves of technology or coming together to really enable Cem Cem massive change? >> I do think our ability to move data around, like generate data. For one thing, move data around efficiently, have access to it from a processing capability. And turning that into ah, >> model >> has so fundamentally changed in the past couple of decades that we are tapping into the next generation of what's possible and things like having this. This holy grail of a self healing, self optimizing, self driving cluster is not as science fiction as it felt twenty years ago. It's >> kind of exciting. You talk about you've been there in the past, the president, but there is very much a place in the future, right? And how would that future looks like just from from again? That aye aye perspective. It's a little scary, sometimes through to some people. So how are you going about, I guess, working with your partners to bring them along and accept certain notions that maybe five six years ago I've been a little tough to swallow or Teo feel comfortable with? >> Yeah, well, there's a couple of different dimensions there. One is, uh, finding tasks that air computers are great at that augment tasks that humans were great at and the example we had today. I love the example, which was, Let's have computers, crunch numbers and nurses do what they do best, which is provide care and empathy for the patients. So it's not taking the nurse's job away. In fact, is taking the part that is drudgery ITT's computation >> and you forget what was the >> call it machine enhanced human intelligence right on a couple of different ways of looking at that, with the idea that we're not necessarily trying to eliminate humans out of the loop. We're trying to get humans to do what they do best and take away the drudgery that computers air awesome at repetitive tasks. Big number crunching. I think that's one piece. The other pieces really, from that developer point of view, how do you make it easily accessible? And then the one step that needs to come after that is understanding the black box. What happens inside the machine learning model? How is it creating the insights that it's creating and there's definitely work to be done there? There's work that's already underway. Tto help understand? Uh, the that's really what's behind the inside so that we don't just trust, which can create some problems when we're introducing data that itself might already be biased. Then we assumed because we gave data to a computer which is seemingly unbiased, it's going to give us an unbiased result, right? Garbage in garbage out. >> So we got really thoughtful >> about what the models are and what the data is that we're feeding >> It makes perfect sense it. Thanks for the time. Good job on the keynote stage again this morning. I know you've got a busy afternoon scheduled as well, so yeah, I will let you. We'Ll cut you loose. But thank you again. Always good to see you. >> Yeah. I always enjoy being here >> right at that's right. Joining us from red hat back with Wharton Red Hat Summit forty nineteen. You're watching live here on the Cube?

>> from Washington, D. C. It's the queue covering science logic. Symposium twenty nineteen. Brought to you by Science Logic >> Hi, I'm student men and this is the Cubes coverage of Science Logic. Symposium twenty nineteen here at the Ritz Carlton in Washington, D. C. First of all, want Welcome back to the program. Roger Putnam, Who's the vice president of Global Solutions? That science logic Thanks for coming back and what with programme A first time Rob Gruner listed is this loosened architect from Telstra. But >> Rob, I actually had >> a chance to talk to some of your co ords there, they said. Arav robs a wizard. He's an engineer that does everything. So you know, solutions. Architect. Of course, we know that they're out there. They do a lot of different things and asleep, leased. Your peers say you're somebody that does quite a lot of different >> things. Did Jack of All trades master of none unfortunate >> way? It's all right, don't you know it is in vogue now to be, you know, a generalist. It's, you know, we've gone from specialties to well, oh no, it's it's platforms and everything's going to be everything, so I have plenty of background with Telstra, but maybe talk a little bit about you know, your role in the organization and what what kind of things you're involved in. Since you know some of those trades that you >> are jack of all, >> probably our spies have come into Telstra's an acquisition. So, you know, working for small company, you tend to do everything on. For some reason, I've been allowed to continue to do that on developing expertise around science logic. And that means I've been involved across a lot of areas of the business as we've been adopting science logic more widely, and it's been quite interesting. Process means eye contact, that expertise and then see how it's applied across the organization. So it's been quite interesting, >> awesome. One of things that's been interested in me and in talking to service Friday is talking to the enterprise customers is two. You know how many tools they had, how many they replaced with science logic, but also what things it's integrating with and working with. It was a big focus on the keynote this morning is, you know, integrations with Sam and you know all these various pieces, so maybe give us a little bit of kind of the scope. You know how long's tells me you've been using science logic, How broads the deployment and you know what? What? What does it do in? What does it tie into >> a tte? The mammoth is more enterprise focused. So on. That's the area. Tell Stur I come from so it's really around delivering services to her customers. Quite recently, we've seen then looking in deploying science logic across their carriage spokes and managing services there. That's quite a large deployment. You know, we're quite happy with that in terms of what is going to be doing for the business on the integrations, their endless. So Telstra, like a lot of large organizations, has a lot of different systems to talk to. A lot of different service dis, depending on the operational areas. So in service now is one of those. But it's a hollow of other stuff on, so that's a very challenging process. And sounds objects being pretty good at, you know, spreading itself around. Those >> give us a little insight as to you know, how fast things are changing. You know, hear Kafka and Streams and, you know, constantly moving I've been looking at the, you know, communities and container stuff that's happening, which is which is fast moving. So >> are definitely say it. And Telstra's trying as hard as akin to move as quickly as the market can allowed. So definitely it's virtual izing. ITT's automating II ops is a big component of what we're doing. It is extremely important for the business. >> Okay, so Alps is something you're doing have to We're not as mature as we'd like to video. I'm not sure if you saw the keynote this morning, but they put out a maturity models So would love for you to, you know, where are you when you look at that? They kind of had the three criterias there is. There's kind of the the machine learning, there's the automation and I'm trying to remember the third piece that was there, but you know where where are you today? You know, how'd you get there? And you know what? What's what's a little bit of the road map going forward? >> I think it might be probably our ambitions to be in that the upper end of the spectrum and into remediation, But that's an ambition and I think we've got a while to go with that. So, uh, more than that, I can't coming off >> its interests. So they have that The keynote tomorrow they're going. Jean Kim speaking on the deaf ops. And, you know, I'm a big fan of the Phoenix project and they talked about, you know, the jack of all trades that does it all. He could sometimes be the bottleneck in the system. Absolutely. Because you can't be up. I need something fixed. Well, we'LL go to Rob Rob all fix it. That's great. That fire floating mode. I know I've done that in my career, and it's one of those things. Oh, jeez, you're never going to move at this job because you're replaceable. It's like that's a dangerous place to be. >> It is s >> o. You know, we talk a little bit about, you know, you said, you know, science logic. You know that they position themselves as this is going to help you move that, you know, machine speed and keep up with that. Give us a little bit the reality of what you're seeing. How what does that impact your job? Your organization? >> Look, I think sounds logic has done a wonderful job within the organization. It's it's the legacy infrastructure within any organization, particularly tells her scale. That's really holding you back on. There's a lot of Well, I think people level with Intel Street. Move as quickly as we can, but we have such a large number of legacy systems to deal with. You know, we're looking at one deployment of Sands object. We were looking at IDing systems to kill, So it's a big task >> the wonderful technical death that we've all inherited. So So you know, Roger, you know, this something we hear from all customers. It'd be lovely if I had the mythical, you know, unicorn that, you know, start from the ground up and you know, he can start afresh. But we always have to have that mix and give it a little bit about what you're seeing. You know, about the Telstra in a little bit broader, You know, >> I think what tell us she has done really well with taking advantage of our technology was they didn't come in with this attitude of would rip out everything that we have and just have a magic easy bun. Software doesn't work that way. I think we've all learned the lessons of tough deployments when you try to stay out of fix everything. So they came in with a really gradual, phased approach of Get a couple pieces done where they had gaps. You start to fill those gaps. What's happening during the last few years as we've seen the shift greater change and they've taken advantage of the platforms, nationalities a hole as they go through their digitization efforts. And so as they digitize, they taking this step by step by step approach to you know what you were saying earlier with Rob does. He doesn't answer the question of being the one man band, but they did was they build it all process wise, using software to drive the automation. So once it's done one time, you're not stuck on the person anymore. And so I think when we look at our most successful customers like Telstra, it's because they've had this gradual, phased approach where they're using software rather than single person bottlenecks. And rather than having these tiger teams to try to solve problems and moving towards a better process to take advantage of the world, we're in today. So how >> do you measure success? You know, what are some of the business outcomes or, you know, k p I's that you understand how you're moving from kind of where you were to where you want to be. >> Uh, that's a difficult one to answer because particularly sounds, logic was used in so many different context. So for a certain part of the business, we might say, Are we monitoring the full stack? I were giving customers real value invisibility through the whole dynamic of the business. And then, in another context, we using sound subject. We were just saying, We just need to deploy its scale. We need two one board as quickly as possible. We need to keep the cost down to a minimum. We need to keep events that's allow as possible. Okay, so it's more about the efficiency argument, so it's really depends and way we're trying to use it and how we're deploying it. So >> how do you have visibility across how everybody is doing and getting trained on the latest things and keeping up to date and sharing best practices? How do you manage that internally, and how do you how do you do you network with your peers on some of that? >> Well, we've tried Teo really within. Tell us we have a concept of centre of excellence. So it's really about, you know, being recognizes the business experts in particular area and allowing the business to understand. That's that. That's where the expertise sits on a certain we've done a very good job with that and then allowing and communicating that after the business as well. So it's a very tough asked. It's a big business. We have thirty thousand people so often one person doesn't know about another person, another floor on the buildings, you know, to try and spread it across the biz, since we have fifty officers worldwide. So it's a process, you >> know? I mean, Roger just want one of things that here is, you know, science logic. It's not a widget, and it's, you know, can fit in a lot of different environments and a lot of different uses. You know, I heard of, you know, strong emphasis in into training had your CEO on where in his wizard tat for for for the that the learning knowledge that was gonna happen. So you know you talk a little bit about how science logic is looking to address this, especially for some you know, large customers like Telstra. >> You know, I think there's a general skills gap in is a whole beyond our technology beyond what's taking place in the world today. And you know, I've been in the business for quite a while, and we've long focused on training the operator on how to utilize the technology to solve their specific problems. And while that those aspects really powerful, some of the things we've done recently to go a step further is when we hear similar questions. We started record all of those so our customers could watch videos of how to solve problems instead of just going onto some form and let me type some question and hope somebody responds to in the future. You have read it for that. So we've got a look at a better mechanism and video based training handheld handling the customers we can build out these use cases drives the platform value, and what Telstra does it's really unique is they use the platform less so from a perspective of can I manage X y Z technology. But what can I build on top of it? How can I break the platform to some extend? And Rob is a mad scientist for us here. I mean, could jump into this more. But they've broken the platform to solve those business needs by addressing them individually. And what we've done is we've taken his best practices, and we rolled them back out to the rest of our customers. So with Robin, tell Hsia and a couple of other really great customers were driving a better community and sense of community so less question, answer form, less traditional support, more video, more community, more share ability. And that's where you're going to get additional quality. Coming out from the products are being delivered. Makes sense to you, Robert. Absolutely. >> Yeah, Rob. I mean, I love any commentary on that. You know, the network effect of software especially would talk about Sasser as a service type things, you know, that's what sales force really came out. It was like a weight one customer. Ask for something and wake everybody. You can take advantage of that or something similar. So are you seeing that kind of dynamics today with science logic and with others >> well, perfectly within the Telstra business. Absolutely so by building a capital into one area, you can share it across. And we found that we've been able to then sell the system internally, your internal stakeholders, so they appreciate the value of it and we can build on that. And then our customers, whilst we don't necessarily lady with the product they can. They see what's going on, and they basically then take it on as a service as well. So it's very, very interesting process. >> So one thing we haven't talked about yet, but you talk about data, you know, what's the role of data in your environment is something that you know key to the platform from science logic. How you leveraging it? How's that changing in your environment? One of the opportunities there. >> It's interesting questions. So as the telco, we collect a lot of data on DA. Obviously we have federal agencies who make that a requirement as well. So we have an existing data like initiative on that's very full of moment, and science logic is where we're looking at how we can add to that the value, valuable information and provides, but like everyone else, is a lot of data to collect, and it's an interesting process to try and make sense out of it and react accordingly. I mean, as a business, we were responding to millions and millions events of a day. So it's, you know, it's a difficult thing. >> Yeah, one of things. When we look at things like you know, anything that requires training like machine learning or the like, There's the balance between I want to learn from everybody. But you know, you're in a competitive marketplace. I don't want my competitors necessarily to get things. So you know the software products usually Well, I can isolate, and it doesn't have specific information. But how do you look at that dynamic of making sure that you gain from what the industry is doing, but that, you know, you could still stay competitive in ahead of your competition? >> Uh, >> no. I don't have a necessary can answer that. I suppose my head's tied into really what I could do with a platform and how I can then bring new technologies into the company's. So that's really are spies remind spaces on, Really, it's what I'm focused on. So you know what we do with the daughter probably is. He's not necessarily big concerns. How >> about that? There was quite a lot of announcements this week. The number of integrations as well as you know, update to the product. Anything specifically that you've been waiting for or that has caught your eye, >> the service now integration. I think it is far more advanced than has been in the past. On we have aspect of the business used thinks over quite heavily. So the fact that that's now matured and much more robust and you know which sort of offering that'LL have a lot of impact on the business. So I definitely mean the machine learning is another great thing on the question of then how that develops over time. So we'LL see how that goes. You >> know, Roger loves you know what? When I've been digging into some is the feedback you've been getting from customers and what's been leading toe, you know, some of the enhancement. So I would love, love your take on what you're saying. >> You know, I think one of the things that tell Sharpe pushed us towards a few years back was we're going to build. We already have a data like we don't need you to function. Is there Data Lake? So its multiple different Veda lakes And this concept of how do I move later From one day to lake to a different data Lake lakes within lakes ponds. Whatever the terminology is today the data ocean, our family perfect. And I'm getting to that data ocean from our lake. We have to go get streaming data. So now I'm going to extremes against really geographic here. But, you know, Rob really pushed us to make sure we could go right to Kaka buses and pushed data out. So what do you do with the data? And so tell Strip has been a, you know, an early adopter of a lot of our technology. And by being an early adopter, they've pushed us in a number of directions. So I think when you see a lot of the functionality that we've released this week and we've announced, it's been because of our customer base because of our partners like Telstra, that need to drive the business for further and forward, especially the industry like Telco World, where everything is mobile everything's moving so fast and aggressively. They're really like a good sounding board for where we need to go and how do we get there and and that drive And that partnership is What I think I'm most excited about working with tell sure is they demand from us to be excellent, and that gets great product coming out. And we see the results this week with all of our customers excitingly looking at stream treating capability that Rob was pushing us for well in advance of anyone else. >> Yeah, Robin, I want to give you the final word. You know, I can't help but notice you actually co branded shirts you've got tell star on your arm wither with science logic there. So, obviously, more than just a vendor relationship there, maybe close us out with you know how important science logic is. Two to your business >> job, Critical part of the business. I mean, particularly where we're looking at the commodity aspect of many services, you know, we can't survive unless we can provide quality, invaluable information where customers and really sounds. Logic has been the key platform for that. So in some respects, we're resting, you know, an aspect of the business entirely and Scientology's hands and we're hoping they'LL deliver >> well, Robin Raj, Thank you so much for joining us. Just sharing all the progress that you've made in. You know where things were going? Thanks so much, thanks to all right. And I'm student men. This is the Cube at Science Logic Symposium twenty nineteen. Thanks for watching.

>> fly from San Francisco. It's the queue covering Google Cloud next nineteen, Tio by Google Cloud and its ecosystem Partners. >> Okay, welcome back, everyone. We hear it live coverage here in San Francisco, in Moscow, near on the show floor at Google Cloud. Next. Hashtag Google next nineteen on John Barrier with Dave. A long thing with the Cube, where he with Amy Loki G Sweet vice president of U X for Google. Great to see you. Thanks for coming on. >> Thank you so much for having me. >> So we've been here. It's day two of three days of coverage. A lot of action here. Great profile of of attendees. You got developers. You've got a lot of corporate enterprise focus kind of cloud coming. Maid. She has been the part of the theme, But I loved your key. No, you're showing all the cool features of G. Sweep of the new innovations was kind of going away. What's coming around the corner? What was the mean exercise of Aquino was the main theme. What was the key message? >> Yeah, well, I think in general we are really excited about how g speed is adapting to the changing landscape of work. And so what you heard me talk about was really how we're seeing how ghee sweets, playing a key role and connecting mobile remote workforces. So those front line workers with the back office. And that's a scenario that we're seeing happening today with our customers and many different industries, some unexpected, some expected. So, you know, we heard about AirAsia aviation industry on DH. Then we also talked about a scenario in the retail industry. And so what we're seeing is that these frontline workers are using products like hangouts, chat to communicate very quickly and send data and information back to the back office. S O G. Sweets. Really helping make this immediate sharing of information available so that, you know, strategic decisions can be made based on the data and the information that this remote workforce has available to them. And so, you know, helping connect those groups is a key piece of, I think, where we see work going in the future. What if some >> of the innovations, because one thing is that we're power uses of G sweet disclosure, we use G sweet, happy customers. The productivity has always been a big one stand up very easily. Don't need it. Get search all this great. All these great features. But as people keep using it, you guys are innovating more. What of the key design and user experience? Innovations to help people remember more productive because no males not going away. You've got good filtering. What if some of the new things >> right, Right. Well, you know, I think I certainly a hot word, right? But that is something where we see, you know, plays a key role in the enterprise. Because what we found through a lot of the user research that my team has done and also just largely in the industry, is that people categorized their work into two things. One is kind of repetitive, mundane work that the things that they have to do but they don't really enjoy and the other would be their core work. That, they see, is their intellectual contribution that builds their profile, builds their reputation, makes the marketable, unemployable and so on. And so if you look at that category of that repetitive work hey, I can play a really amazing role in helping alleviate that mundane, repetitive work. And so, you know, great example of that. A smart compose which hopefully you views on. So what we look at is things like, say, a salutation in an email where you have to think about who are you addressing? How do you want to address some? How do you spell their name? We can alleviate that and make your composition much faster. S o The exciting announcement that we had today was that we are leveraging the Google assistant. So the assistant that you're used to using at home via your home devices are on your phone and we're connecting that to your Google calendar. And so you'LL be able to ask your assistant what you have on your schedule. You know what's ahead of you during your day. Be able to do that on the go. So, you know, I think in general one of the unique opportunities that we have with G suite is not only I, but taking these products that consumers know in love and bringing them into the enterprise. And so we see that that helps people adopted understand the products, but also just brings that like consumer grade simplicity and elegance in the design into the enterprise, which brings joy to the workplace. >> You talk about this kind of new vision of of how you're gonna work. And I I first started. It was introduced with the sweet because of collaboration features. I mean, to this day, if somebody wants to be to edit a document, if it's not in Google docks, I'm going to look at it. >> Not gonna tell >> you I'm not going to do when I got it. You get it? It's just a waste of time. So I want to work faster. Smarter? I want more productive. I wanted to be secure. And the great thing is, these features just show up. Yes. Yeah. You call that smart? Composed. I call it, finish my thought. So. So paint a vision of what that future of work looks like. >> Yeah, well, I mean, certainly we see that work is getting more distributed. Work is getting more mobile. You know, we see more and more that work forces are in many different locations, not just all together in one office. So what excites me about these tools is I really see them in ways that we kind of build relationships amongst colleagues that may not get to spend face to face time together. So whether that's through video conferencing, whether that's through chat, all of these tools play a critical role in really building connective ity and culture of a team so that they can do their best work together. And so I really think of them not just a CZ like productivity tools, but as relationship building tools on DH. So I think the more that the tools can almost just help facilitate humans connecting and communicating. That's when we're really going to elevate the way that people can work together. >> I think cloud is so disrupted. We've been talking all today and yesterday around how the disruptive business miles changed with SAS and Cloud and databases from databases to the front end and one of the things that we've seen over the years. The trends is O Cloud. First Mobile first, first Mobile first and cloud First data first. But one of the things we're seeing is that no one's really cracked the code yet on virtual First, where companies now could be virtual. You don't really need maybe even need an office for me when you say virtual first. That means having an HR app that's designed for remote and distributed work teams. This's becoming a trend. Now we're starting to see some visibility around this new virtual first. >> Yeah, you guys look >> at it that way You guys have any conversation about? Can you share any reaction to that concept of virtual first companies where the processes were tailored for those remote work forces that might gather for meetings physical face to face, but then have to go back and be digital? Yeah, it's on that. >> Uh, Well, yeah. I mean, I think it goes back. Tio, this distributed idea, right? People are working in different places, but I think also different time place an element as well to solve, you know, speak for Google. In particular, we have a global team, right? Which means my team is working on different time zones. It's different, you know, different places as well. So you have to find kind of like you said that virtual way to connect. It's definitely something that we're seeing. I don't know that I have anything specific to comment on it this time, and it's definitely a trend that we're aware of. How >> about you? I designed and user experience what some of the cutting edge techniques that are emerging that you're seeing that's working that you're doubling down on. Can you share some insight into what u ex think customers and users like? >> Sure, Well, I mean, I think one of the big thing is voice input, right? And so you hear a lot about conversational You y is certainly very much an emerging discipline within the field. So, you know, when I started this career path, it was all about pixels on a screen and how you might move and manipulate those pixels and interact with them. But now, with all the voice to text capability, it's really about how can you communicate in an interactive way with digital experience? But you don't necessarily have to use your hands right. You don't necessarily have to have an input device like a mouse or a keyboard, which is a really exciting space, right, because it also opens up a world of, you know, ways that we can bring in more diverse workforce together through assistive technology and accessibility features. Right? So one of the things that I was excited to demonstrate today eyes the transcription capability within a meeting. So using hangouts meet you'LL be able to transcribe the meeting and have that show up on text on the screen, which helps people with varying ways that they might want to engage, be able to engage with the conversation right >> there. Just taking notes >> first is taking the right person. You >> are listening to the whole, you know, recorded video aft. The fact, Yeah, yeah, time consuming. >> Absolutely. You could look at a transcription. So I do think that, like interaction, is going to be less necessarily about using a device that helps you interact and more about using a natural interface like a conversation. >> We had a highlight reel for the meetings. That >> way you get the hard life. That's machine learning could come in. I was asking about the inbox before. What did you learn from that initiative? What do you carrying over what could use his expect? >> Yeah, well, I mean, inbox certainly was a great way for us to experiment and try out different features. There was a lot that we learn from that product. Onda lot of it. We have brought over ways that we kind of come prioritized your messages. Help kind of remind you what to get back Teo and categorize them. And those are all things that we've learned from inbox and we'LL continue to carry for it and it to Gino >> One of things we hear all the time that we've been covering Google clouds. Really, since the beginning, security has always been a big part of it. One things that you guys do that I like is identifying malicious e mails. Right? So talk about how you guys interface because also, you've got a little warning. Gotta warn users. Well, maybe a visual thing as well. But also this tech involved, right? Security's a huge concern for fishing. Spear fishing, Right, So we're talking about that. >> What's fantastic about what we could do a female is like I mentioned this morning. This is a product that, you know, I think over one point five billion people use right, which means that our machine learning on that data is incredibly powerful. And that's how we're able to detect malicious e mails and protect you from them and also warn you. And it's where design plays a role, too, because, like you may have seen it, I know it for myself. I rarely see them, but when I d'Oh, there's a big red banner at the top of the email that warns you that this is an email you should probably be cautious around, right? Eso ITT's were designed plays a role in security. But also our technology really is, you know, kind of far above on. You know what >> you do notice? It's like, Are you sure you want to hit? Send this makes your right. Thank you. Thank >> you. The productivity is is also a double edged sword. You guys have been so good with filtering. I can't use the excuse almost being my spam folder. You guys do a great job of filtering out spam, and it's kind of killing the newsletter business. But there's a lot of stuff that you guys categorize this this kind of again back to the collective intelligence across the billions of signals or users. How do you guys look at that? What's the Can you share some insight on how that works is their secret sauce is there, You know, because you've got spam, you got, you know, not urgent. You got a ways to kind of bring all that out >> Yeah. You know, I'm probably not the best to comment on how that all works, you know, coming from or is it a secret arrest after >> some machine learning? >> So that's an element. But, you know, essentially, what we want to do is make sure that your most important messages are in the foreground. And then you Khun, respond to the other messages when you have the right time and you want to address this thing. So you know, I find for me it's actually useful to go through, and I'm in that mindset like maybe it's a Sunday morning while I'm having my lot go through the newsletters and see the things that I want to catch in Terms of promotions are offers things like that, and I like being able to compartmentalize my time that way. One of >> the nice things that I noticed that you guys a collective intelligence, always a good thing that's where data comes in is that you have these now reminded. Sometimes I see some stuff on my email or says, Hey, you might want to pay attention this evening. >> A little >> kind of pops up the nudge. Is that new? When does that come out. Is that something that's been around >> something that's been out for a bit? I don't remember specifically when we launched it, but it was probably in the last few months, kind of time frame. But yeah, that's another way that we want to make sure that you're not missing important messages. I find it incredibly useful at work because there are those messages that I read, and I think I'm going to respond right away, but something to divert me to something else. And then I pushes down the list, so I find that the accuracy on this is amazing as well. >> About search of discovery I was just one of the benefits of of G Suite is across the board surgeon. Cross correlation. Any innovations there? Any new kind of techniques that you're seeing around search and layout holders is going because anything new there were thinking around that. >> I spoke a bit this morning about clouds search, which is, you know, a product that we launched about two years ago and that really, that enables businesses bring the power of Google search into their business, and it's also a standalone products. So if businesses aren't totally ready to make the move to G suite. They can kind of dip a toe in the water by trying search within their business on DH. Then what was exciting that we announced today is we now allow third party connectivity, so clouds search will not just searched. Your corpus of G sweet data are Google data. It will search all types of data at your company. So you know, including things like cells for us or SAPI data on. So that means that now, for the end user benefit, they can search all of the digital assets at their company and all the people and get those results in one place >> because, I mean, I know I personally creating data faster than I could manage it. So having a powerful search like that, So that sounds like was gonna ask you that sounds like you help how you'LL help use your solve that problem. Yeah, absolutely. So that's a product that I can purchase a standalone you completely standalone. Whatever data I want >> all the data within your business. Yeah, and, you know, based on our research, we find that people spend an inordinate, inordinate amount of time at work, searching for information, right? So we can help cut down that time and help them find the thing that they need That saves people that kind of time at work. >> How do you price it is for users that there's a terabyte or >> I have to get back? >> Don't know. Don't >> know off the top >> of citrus and I'm ready to buy a castle only objective. Come on. Any >> question for you on a CZ you look at the Enterprise is a big enterprise. Focus. What have you learned in dealing with the enterprise? Because great born in the clouds standing up Jeez, we, like we've done ten years ago on then certainly won't get the corporate account been great for our business. But as enterprising had the legacy stuff, whether Microsoft outlook or whatever they have existing stuff that they're used to. What have you learned dealing with the enterprise either? Integration. Sarah experienced What? Can you share any insights to some of those learnings? >> Yeah, absolutely. I mean so one of the things that's tantamount the enterprises interoperability. And so we've been really focused on ensuring that the sweet works well with other products in the enterprise, and I think that is a continuing trend way. See more and more when we speak with our customers. They're not looking for a one size fits all solution for all of their software needs. They understand now that really employees have a lot more control and influence on the tools that they want to use on DH. That's where you really looking at. You know, an employee will try to seek out the tool that they think is the best user experience, and that's what they want to use in the work place. And so that means the employer, the enterprise has to be much more nimble about how they might put a complimentary group of tools together. Eh? So we've been very, very focused on ensuring that our products work well with other products, including Microsoft, but including, you know, other video conferencing solutions, hardware solutions and so on. >> Security. Something neat. Thanks so much for sharing the inside. The update on G Suite. Final question for him. Curious because you're going unique position. Vice president of U Ex share what your job is. What do you do on a day to day basis? There's through the day in the life for a year in the life. What do you work on? What's in the projects? What do your objective? What do you do for your job? Specifically? Were the key things? >> Yeah. I mean, the best part of my job is I get to be, you know, really close with our customers and users. And I see my job is kind of like cheap chief. Empathize, er right. And so really understanding the human need behind you know, users and what they need to accomplish. And I spoke today about one of the most rewarding aspects is helping people accomplish their most important goals. And that could be in their personal life. It could be for education on it could be in the workplace is well, too. And so for us, like my team does a lot of user research and design to understand. What are those big bulls that people have? What is the friction that they have in accomplishing those goals? And then how can our tools solve those problems for them and make a frictionless experience that brings delight and helps him accomplish great things? >> You're like a life coaching a psychologist, same time. Hear my problems? Amy, Thank you so much for sharing the inside. Great. Inside here in the Cube on the U ex behind G suite. Really successful platform. I've seen innovation on Web mail taking to a home of the level now into the enterprise. Excuse coverage here on the the show floor of Google Cloud. Next. I'm John for a day. Volonte, stay with us for more coverage after this short break.

(uplifting music) >> Hi, I'm Stu Miniman and welcome to a CUBE Conversation. Really excited to have a start up in the serverless space here in our studios in Palo Alto. Welcome to the program, first-time guest, we have Nate Taggart, who's the CEO, and Farrah Campbell, who's the Ecosystem Manager, both with Stackery. Thank you so much for joining us. >> Stu, thanks for having us. >> Thank you. >> Farrah, I know you're just in from Vegas and from the DevOps Enterprise Summit. Why don't we start there a little bit? DevOps, this big wave, a lot of changes, what's the energy you're hearing, what are people talking about what's exciting them these days? >> A lot of things are exciting them. I think that the whole ecosystem is changing. There's so much happening it's almost like the 80s and 90s, you know what I mean, where there's like the dot-commer I guess. There's so much new technology that's out there and it's available. I think that people are really trying to understand where they should go. Maybe I've already started with containers, now people are talking about serverless. What do I do? >> It's a great point. These waves of technology come so fast. When people write their strategy, you might now even want to write it in ink. (Nate and Farrah laughs) They may be drawing because Clay Christensen always says it's something you should revisit. You should go at least once a quarter. It's directionally where I need to go, but things change. All right, Nate, Stackery. Bring us back. First, give us a little bit about the team's background, yourself and what led to the formation of the company. >> Yeah, thanks, Stu. My founding team actually comes out in New Relic. We were early employees there, stayed 'til the IPO. We've worked building, DevTooling for a long time, hand-managing at scale infrastructure. One of the things that we found was, I mean, New Relic was a high-velocity engineering team and the bottleneck, in many cases, was infrastructure. After New Relic, I worked with the data science group at GitHub, again, building massive data infrastructure and the bottleneck was not figuring out what to do. It wasn't the work in front of us. It was the underlying, un-differentiate heavy-lifting of infrastructure. Chase Douglas, my co-founder, and I, when we saw AWS Lambda come out us, it's the first example of a wave of serverless services, we got really excited and realized this took away a lot of the barriers and a lot of the burden of building new applications, started playing with it. This was three years ago. Over the next few years, we've been working with all the serverless pioneers figuring out what are the changes that they're experiencing from their operations cycle from managing the life cycle of an application, how are their teams in the dynamics changing the workflow. We took those best practices and built it into Stackery, which is now a software product to accelerate serverless operations. >> We've been watching this for a while. Give us a little bit of a perspective first. There's some things different about this serverless wave or functions as a service. I'm an infrastructure guy by background and we've always wanted to not have the boat anchors of network and storage slow us down, but I lived through the virtualization wave. (Nate laughs) I've got the scars of over a decade. >> Sure. >> Working in the ecosystem of trying to fix that. Everybody got super excited when containers in a Docker helped bring that to the mainstream, but it was tools helping us move up the stack a little. Serverless, to me, when I look at it, it really starts from the application level down and there's still lots of infrastructure stuff. It's not like it disappears. I've got the great T-shirt from the cloud guru people. (Nate laughs) It's like there is no cloud of someone else's computer, they have the longer version of that for serverless. I love your viewpoint 'cause, New Relic, they'd seen, they track, they monitor that, you had a great way to look at it, GitHub of course, but what's the same, what's different about what's so important about serverless and what it does for companies? >> Fundamentally, we're looking at just two different patterns and neither one of them is right or wrong, but they have different use cases, different applications, areas where they excel. New Relic was a big champion in early pioneer of Docker. We used a lot of containers, a lot of orchestration technology, so I'm still a big proponent of that. I think when I look at the serverless marker today, it's tempting to look at it as an abstraction layer, disfunction as a service, there's maybe micro-container type view. It's not really the pattern we're seeing in industry. What we're actually seeing is people are saying it's a manage service and it's not just Lambda, it's not just compute as a manage service. It's me stringing together the manage components I need to develop quickly and deliver business value to focus on business logic instead of the plumbing. I think API Gateway is manage service, I think there's manage databases in their manage service, there's event streams. You pull all the pieces together and Lambda may be a component of that. In that way, it actually fits in and compliments a container program. >> Absolutely. What I was trying to say is containers kill VMs and serverless kills this. It's kind of like cloud is more of an operation model. >> Sure. >> Serverless is more of how I build my applications and services that I can use, not the unit of how I build something. Farrah, when I look at it, the conversations I've had with users, it's not the okay, let me take the person that did some silo and teach them to code or put that together. I've talked to marketing people that are like, "I got involved and I can do this." What are you seeing from the personnel and who's using it, how is it very different from what we've seen in the past? >> I think it opens up a lot of doors. I think it makes the unattainable attainable. You see people that go from front end to full stack. It takes you to the tip of technology. I'm mentoring a woman that is using serverless as a way to get app out. She doesn't understand infrastructure, she doesn't understand all the ops and how to set all those things up and it would take a long time to figure all those things out. Those are harder doors to open. Everything's been done the same for a very long time. There's like this free knowledge is shared here. Serverless has an ecosystem. It's kind of like a community where everybody is working together, sharing knowledge and trying to actually build something bigger and better, something that feels good to be a part of. We have a lady that's working at our office coming out of code school and she is a killer engineer. You can talk more about what Anna's doing for us at Stackery, but she's coming out of a code school and is operating as if she's a full-stack engineer >> I think that's really the compelling story behind serverless, is focus on business value. >> Yeah. >> And that's the mission of every software engineer. It's the reason most of us got into software engineering was 'cause we wanted to solve puzzles, we wanted to work with logic and idea, we wanted to build. We didn't want to sit and configure infrastructure as code templates in order to stand up some basic EC2 server, so that we can run our application, right? >> Nate, maybe you troned a little bit for us. What does Stackery do in this ecosystem? What are you helping customers? If you've got any customer examples, we'd love to hear that. >> Absolutely. First off, the development model is changing. If you want to do serverless, serverless, again, is a manage service. I can't replicate all of AWS on my laptop. In order to work with these manage services, in the development cycle, I'm shipping code to the cloud. I'm provisioning resources in the cloud. Maybe in my own account or a developer account, but I have to know how to provision those resources and then configure those resources. If I'm doing this in a professional environment, then it means I need to do this in a way that's automated, scalable, I can hand off to someone else, they can replicate and this is the workflow to tooling, the guardrails that Stackery brings to your serverless program. We make it so that a developer can take a branch out of version control and deploy their own instance of it in their sand-boxed environment within their AWS account. This was kind of automation workflows, handling of configuration templating, being able to pull a resource off the shelf, I need to put my database in a VPC (Nate snaps fingers) and boom, it's pre-configured and ready for you to go. >> Okay. >> Stackery also enables you to work on your core problems. I'm not busy trying to research how the 1400 services are going to interact with each other. I don't have time to do that. I'm trying to focus on one of my projects. I'm focused on a deadline. I'm trying to get a specific task done. I don't have time to research for a week to try to get that, to figure that out. Not only that, it's not a language, so focusing time and trying to figure out and formulate cloud formation, it seems like a waste of time. >> The flip side of this is that that is some of the most important mission critical work that teams are doing. You can't provision into your production AWS account if you have misconfigured IM roles. You don't want to open access to that account to every single person in the organization. You don't want misconfigured resources. This new model, this new development change, where the application is at the heart of the life cycle, if we're not helping people to quickly stand up correctly configured resources then we're putting more load on the ITT, more load on the operational team and actually slowing down development. >> Bring us inside. When do you usually get engaged, who's driving those engagements, when you talk about write, what were they doing before and what does this enable them to do once they're engaged? >> Even though serverless feels like an infrastructure solution, it's actually the application development side of the house that tends to be the leading adopter. A lot of cases, they're trying to un-bottleneck their operations team or not send them low-criticality work loads. A typical entry point might be something like a cron job. We have this little function that just needs to run once a day. Do I really need to have a capacity-planning meeting with the ops team to get this out in production? They go, "Okay, we'll write the code, we'll ship it as a serverless function and we'll get it out the door." That works really well when you're a single-principle engineer with maybe elevated privileges in your cloud accounts. It doesn't work so well as a replicable process that you can then scale across the org. I don't think ops leaders want just like let's open the gates to our kingdom. Instead, what we see is that four companies to go through a maturing curve of embracing this technology where they go from background tasks, data pipelines, cron jobs, low-visibility work to maybe more core services that can extend their product or deliver more customer-facing value. They have to answer a lot of questions in terms of how do we change our process and our culture in order to embrace the velocity of serverless without losing the control that our ops team's been providing for us. >> Also, setting your team up for success. Anybody knows that if I'm working on a specific task or we get a project I'm working on, if I don't understand it and can't figure it out, I'm going to get frustrated, I'm not liking my job anymore, I hate this problem that we're working on, this initiative is dumb, I don't want to be a part of this, but Stackery allows somebody, it made me feel good about it, all the things that you can accomplish. We have a customer that's using this right now that they are moving faster than they ever thought that was possible and it's been so much fun to see their excitement and more things that they learn about that they're using it like, "Look what we just did!" They were going to pull out the whiteboard. He was like, "Let's not pull out the whiteboard, Let's just pull out Stackery." That's awesome. >> It's really fun. We opened Slack channels for some of our customers and it's so exciting to watch them get so fired up about being able to self-serve, being able to actually deliver value and hit their milestones very quickly and successfully. You were talking about what segments are driving this. One of the interesting patterns that we've seen is that it's not like the cutting-edge infrastructure team. In a lot of cases, it might be the under-served software teams in an organization. One of our first customers was an enterprise company doing retail and it was their marketing enablement team, a business enablement team that says, "Hey, our work is important. It drives revenue," is critical to our business, but it feels like a busy workload to the ops team and it's hard to get priority on this. For them to be able to self-serve to relieve some of that back pressure, but then deliver the business value, it was like an immediate measurable win for 'em. >> We often talk about the future of jobs so often, it's like oh, well. Really, you need to be a data scientist. You could go get all this training, you need to get there. It sounds like the bar is kind of low to be able to jump in here and don't necessarily need to go through certifications to start getting real results. >> I think maybe instead of saying, "The bar is low," we're opening the doors wider. We're saying that you can be successful by being able to write software and deliver business value and that you don't need to learn, also, how to configure cloud resources or write infrastructure as code templates or manage an operations lifecycle, personally, to be able to ramp up and add value to your organization. >> All right. Nate, how many people in the company, tell us what you can about funding and which expect to see from you and the team throughout the next six to 12 months. >> Absolutely. Officially, our company is now two years old, we're a team of 15 and we've raised seven and a half million dollars led by Voyager Capital and Hummer Winblad. >> Okay. >> I want to add that I had been involved in a number of startups. This team is different. We have five women on our team. >> Yeah. >> When I joined 10, there was four. We have one in ops and three women engineers >> We're up to six now. >> I know, but that's what I'm saying. I'm talking 'about when I started and that is like you don't see that. >> I wonder. There's certain shows I go to when I go to the Cloud Foundry show, when I go to Kubernetes show, when I go to, more of, the developer-centered shows, I do tend to find a higher percentage women. Are we seeing it or is that really? >> Oh, for sure. My first conference, when I started Stackery, was Serverlessconf. It was awesome. I walked into this hackathon actually scared to death because I've been to them before and was basically laughed out of there like, "What are you doing here?" I asked to be a part of a team that had to build a product and we to demo it and I went up to 'em and told 'em that I knew nothing about. I'm not an engineer, I can't write code at all, but I did understand business problems and I was trying to understand where serverless could be useful or what service would be useful. They were like, "Let's find you a team," and they had me working on the business plan while they were doing all the coding and I was like, "Let's do check-ins every single hour." Just that feeling like a welcome. You felt welcomed there and, as a women working in tech, I haven't felt welcomed at a number of conferences or a lot of hackathons, but I definitely felt welcomed there. >> It's great to hear. I saw on Twitter the other day and it was like, "Could you just imagine if for the last thousand years, we'd actually use the brainpower of the entire human race, (Nate laughs) not having kept 50% of the population from contributing." Nate, want to give you the final word. Serverless, it's growing fast, there's a lot of excitement, but what do you see as the biggest challenges. What does the industry need to work on? What's exciting you that, when we come and sit down in 2019, you're hoping we've moved the ball more? >> I think that one take-away that I want to make sure your audience has is that if you're sitting here saying, "We're not doing serverless," you're wrong. Someone in your organization is doing it. If you have this self-served model where pockets of the organization, this is the old shadow IT, where they are self-serving their configuring resources, their provisioning and it's outside of your peri-view, you're going to want to start putting practice steps in place to make sure that they're able to be successful with that mission. If they're not successful with that mission, they increase risk on your cloud strategy as a whole. They put more workload back on the operations team if that team ends up being a bottleneck for these needs. I hear a lot of IT leaders going, "I don't know if we're doing serverless today." It's like, "No, you are. I've talked to two of your engineers. I know you are." (Nate chuckles) >> Absolutely, right there. When I interviewed Andy Jassy, we had him on theCUBE last year, it was serverless becomes the underlying foundation for everything that AWS is doing. It is going to leave the audience with it is not a single product, or unnecessarily a single tool, but this is what all the cloud is doing and it's moving there pretty fast. It's something that the users can get involved with even more. All right. >> Absolutely. >> Nate and Farrah, thank you so much for joining us. Look forward to watching Stackery and seeing the updates. Make sure to check out thecube.net for all of our coverage. We'll have a big coverage of course from AWS re:Invent in Las Vegas. Lots of other shows. I'm personally always excited about what's having in the serverless and emerging trends. Thanks so much for watching theCUBE. >> Thanks.

>> Q. At service now Knowledge fourteen is sponsored by service. Now here are your hosts, Dave Volonte and Jeff Frick. >> Hi, buddy. We're back. This is the Cube alive. Mosconi south in San Francisco. This is the service now. Knowledge fourteen Conference. I'm David Dante here with Jeff Frick. The Cube is our live mobile studio. We get out to the events, we extract the signal from the noise. Atticus Tyson is here. Is the CEO of Intuit eyes attending a parallel event? The service now has going on here, which is the CEO Decisions event. I think it's about one hundred CEOs. Atticus, welcome to the Cube. Thanks for coming on. Thanks. Happy to be here. Yes. So tell us a little bit about what's going on over there. The CEO decisions. So, as >> you said, it's about a hundred CEOs, uh, having some good discussions about the future of the role of the CEO. And this thing is a good speakers and getting together to be able to talk and share. >> What are some of the big themes that you guys were talking about? >> The big theme is the shift of really from being about systems of records to systems engaged, uh, and how we engage with lines of business to really enable growth. And it's less about cost savings and what we used to >> do. Yeah, so the whole notion. I mean, I love Frank's Lubinsky note this morning, sort of the message of turning it from a cost center into a producer of value. It sounds good, right? But when you get down to it and you're you're in the front lines and you're talking to a lot of CEO is trying to do more with less. A lot of times they don't have the budget. They don't the time. They don't have the management buy in on the board by and interestingly, we're just talking to Dave, right ways that we were asking him about. Wilmore CEO has come out of the business because that was one of frank, sort of no prescriptions. You really need to have a CEO who knows as much about the business is the business people, and that's the discussion that they should be having, not a technology discussion. It's rare you happen to be one that came out of the business, so talk a little bit about some of the roles that you've played it into it and how you ended up as a C e o. >> Sure so I've been with the company almost thirteen years. I've had four major jobs, one leading the protection program for the company product management for the small business division and then heading up engineering on now. And, uh, and the main reason I joined the group is I was I was always hearing the reason we couldn't do something because of, uh rather than complain about it, fix it. So I joined them on, uh, it's hard. Uh, exactly what you talked about is we have to still run the company with all of our existing systems of record while we're innovating while we're trying to tell a new story while we're trying to train our existing employees who are great at running these older systems but don't necessarily know the new paradigm. So it's shifting everything while still running the railroad, which is difficult. >> So from from a business perspective, when you're sort of running the business, how was into it using technology as a differentiator and it's a competitive advantage. Well, >> one of the things you know since our main product is technology, uh, really are our whole community. Our whole set of employees are technical people, uh, and So we're trying to embed technology everywhere. Uh, one of the things that's happening also is the line between what's traditionally I t. And what's product is blurring. So if you're a customer and you want to pay your bill or you wanna change your address, you have to do that inside the product. In a way, that's easy. And so we have a night group have to figure out how to work within that framework and have a great experience doing >> okay. So the line between the group and the product group is is much more blurred. You're saying it into it that it would be a you know, manufacturer. >> Absolutely. And in fact, one of the things I've been doing is really making the group more like a product group. Hiring product managers. I actually have a whole design staff that designs experiences. So if you were to walk into a room, you mean why not know whose From my tear? Who's with product? >> Yeah, okay. And so are the discussions that what do they like? The discussions that you're having with the business folks? I mean, you're talking about they're pl how to grow their profitability. How to increase. You know their margins, how to expand their channel. I mean, those the conversations >> that you're having absolutely on DH. How do we really provide a great experience for our agents who worked with customers, how to provide great end and customer experiences? How are we as the group enabling them to do more for customers on DH, create that one on one engagement that we want to do >> so? And it's what's been the reception kind of coming in from the outsider, if you will, from the other side of the wall within the focus. You know, I'm sure you have probably some expectations that were completely incorrect. Some assumptions that were necessarily there. So how they taken to you. And also there's a lot of talk about transforming kind of people from service providers in terms of pencil pushers and form filler routers. Teo, you know, strategic thinkers adding business value. Are they receptive to That was at a hard message to get across. How's it actually happening? >> Yeah, absolutely receptive. And I think if anybody's learned mauritz me more than them, uh, I've learned kind of the importance of the organization and how embedded it is with actually operating the company, and I have found people there who wanted for a long time to be able to have these kinds of conversations. But they've been relegated, if you will toe handling tickets, Uh, so once we can provide the framework and really aligned the work we're doing in it with driving growth with driving value, the conversations get easier, they get more meaningful, and the people doing the work really enjoy it much more. >> So is there a secret formula that you can share with either CEOs that haven't been on the business side or business practitioners that don't haven't really been on the other side of better ways to bridge that gap or two Collaborator Think it make it easier? >> You know, I think the way that worked for me was really trying to get a line around KP eyes or keep performance indicators. You sit down with a business leader and you know, what are the three or four metrics that I can really help in driving your business? You know? Is it Is it contacts? Is it average handled, which usually isn't, you know, Is it more of a transaction? That promoter score based on the satisfaction with dealing with the agent. What are those right indicators for you as a business leader? And then let's measure ourselves there and I'll be responsible is the technology guy. Figure out the right technology to make that happen, but we're going to focus everybody in i t and the business on the same measurements. >> And how have you been able to carve additional resource is to go after those types of objectives versus we always hear about, you know, the unbelievable amount of percentages just to keep the lights on and keep things running. >> Exactly. And that's really an internal conversation that we've gotta have because I'm definitely not getting more budget, er and so it is a brown. How do we get more efficient and automate with what we already have? I work with vendors to help us get better while we shift. Resource is over to the news because I'm definitely not anymore, but you're >> not getting more budget. So, Atticus, you've you've run engineering organizations, so you've got at least, you know, technical background from that standpoint, even a software engineer. But you mentioned off camera. You know the acronym guy right. So you hang out with Duke World. Forget it. Right? Pig and highs and scrap yard. Right. Okay, so but so And you've been in the business side of things. So when you come back into a role, you come to a roll of the technology head. How do you organized to tap that? Technical expertise? Nothing necessarily lack but the currency, you know, the acronym. Go. So how do you organize that? You lied on your CTO. Do you have? You know, uh, did you have to change the organization or inherit one that actually worked? And what if you could describe that a little bit? >> Great question. I think the biggest thing I changed about the organization when I came in is. And when I came, it was organized around systems. So there was a sable team, and there was no idea Artie And what? Instead, we did this. We created a sales care and marketing team. Andi said, you know, you're really a cow gamble for driving a great sales Karen marketing experience for end users and for agents. And I don't really care what technology you're using. Uh, so don't be allegiant to the technology because we all know Salesforce's great today, five years from now, they may not, uh, and I don't want to get so blind that I don't see the next thing coming on. So I have an expectation people in those groups that they're always looking for the next thing as well. >> So it was a classic stovepipe. Now what kind of friction that that cause? >> Well, the friction is really kind of my own. Learning is how interconnected all of the enterprise really is. It's nice and easy to say. There's a sales Karen marketing team and there's a finance dean. But those two systems really have to integrate and talk together and learning how to bridge that gap in a way that doesn't create a lot of bureaucracy. That's something we're still learning to do. >> And and what has been the impact of that change? Have you been able to do anything discernible at this point? Are actually how long you been a CEO? So >> seo since June. Okay, so relatively new. Okay, but I was heading engineering within. I worked for the C E O for about a year before that. So I many a night for about two >> years. Okay. And what is the impact bin of that organization? Changes have been discernible. I think it >> has. I think there's two main things. One is much greater transparency with our business partners of how we're spending the dollars on DH. I've invited them in to sit with us at the table and help us allocate those resources together. Esso and a greater appreciation on their side of the trade offs We have to make why we still run the business but try to do the innovation that's one and then the other is really creating great innovation coming out of the team because when they feel like their allegiance to the sales and care engineer who's out on the floor, one of the things I've done, uh, that into it. We're famous for something called the Follow Me home, uh, where we actually go to our customers homes and watch them use the product. We did the same thing when we did a follow on agent, uh, so we went to the call center and actually washed agents work and ask them what was difficult about using the product. We had engineers doing that, not product managers so they can actually see the problem first. >> And you drove that initiative? Absolutely. It wasn't it was that considered innovative. ITT's seems so basic, right? But everyone's so busy and exactly time to do something, creating the time to do it >> and even getting the cooperation from the managers of the agents to do it, because they just want to be on the floor taking calls. But actually having somebody looking over their shoulder asking what was worked about that what didn't work was a little bit of organizational pushed back. But once they understood the value they got onboard, >> whether any on aha moments it came out of that. Or was it more incremental? Several >> and mostly around. Just screen design and call Flo. Why did we have you to four clicks when you could do it in two clicks to really allow the agent to focus more on their interaction with the customer, not their interaction with the product. >> So I want to shift gears a little bit, so when you're into it right, you guys used to send out discs and CDs, and you had to change your model tow cloud based application, which is you know the kind of classic Do you kill your own business or you let somebody else kill it for you, right? Talk a little bit about how that knowledge helped you within trying to transform the department. Great question. I mean, >> because we've been running a digital or an online product for well over twelve years now, uh, both in TurboTax and in QuickBooks. And we've learned a lot in how to just run that kind of experience. And so now, as cloud based I T offerings are coming along, we already really understand kind of what they're doing on their side on one of the things we've been really pushing for. I think along with other people in the industry is more transparency and those cloud providers. Sometimes you think that they just want to run it as a utility. But as a technologist, I want to know more about how their services running. So I know how to rely on that's been a think attention in the >> industry. We gotta rap, but I want to just get your take. So you're new to service now, right? You bring it in. Uh, we're going live in about a month. Okay. We've been through the proof of concept. What are your expectations? Where you going? Toe pointed. >> So I think first off, just the agents who resolve tickets are going to have a much better experience than what we had before, which was a combination of some homegrown systems, Uh, in a couple of other vendors. So much better agent experience during the resolving on a much better employees experience, putting in tickets, uh, and also much better visibility into the workflow. >> Great. Atticus Tyson. Thanks very much. You're coming on the cube, you know. Good luck in your new role. Looks like you're having an impact on, uh, kind of a poster child for the service now. Vision of a of a CEO. So appreciate you coming on. Thanks. Something I keep right to Everybody will be right back with our next guests. Dave, along with Geoffrey, relied from Mosconi in San Francisco right back