>> live from London, England. It's the queue covering a ws summat. London twenty nineteen Brought to you by Amazon Web services >> Hello and welcome to the Age Ws Summit live from London's Excel Center. I'm Susanna Street, and this is my co host on the Cube Day Volonte on. There are lots of breakout sessions taking place right across this venue. One of them all about Bring Thio life, the eight of us marketplace and really helping people, companies and stand cow to make that journey to the cloud. And my two guests here right now have been at that session trying to communicate that toe many delegates who were there here Mobile, who's from Computer Center. He is the public cloud lead for the UK and Ireland, and Garforth, who's a director off a ws marketplace. Thank you very much for joining us >> to be here >> Now there are riel complexities are their way. Just helping people navigate their way through. Tell me that a bit more about how marketplace has evolved because it's being rapid. Hasn't >> it? Has been rapid. We launched a CZ initial service in two thousand twelve, so we just had our seventh birthday last year. We started with pretty modest aspirations, and it was all about helping developers take advantage of the sea to and be able to take advantage of. A bus. Service is available at the time. So it was a cattle about two hundred fifty mostly open source applications that developers could sort of find, explore, discover and provisions straight from the council where they were doing their work. Overtime. We've added support for a lot of new product type, so we support SAS applications. All right, reinvent Last year, we announce support for Dr in being able to take Dr Images and deploy those into stage maker. We're talking about that earlier. Also support for containers. And so his customers are moving to more of a survivalist type architecture. We have already made set of container images that they could deploy directly into the S E. K s or far gate. I'd say one of more interesting sort of inflection point in our evolution was when people started buying real stuff for real money because I think when we got started serving the developers, I kind of think of that is kind of a Lamborghini kind of crowd. That's a customer, by the way, but, uh, Lamborghini guys just, you know, developers want to go as fast as they possibly can. They don't really care for speed limits, you know, they just want to get the job done as quick as they can. Um, we had an example, for example, our first million dollar transaction. Wait, We're surprised to see it. We woke up on Monday and we saw a million dollar transaction. So I told my finance team not to get too excited. I went to the customer and I said, Was this a mistake or did you intend >> to do >> that? And the developer team said No, that was the best software sale ever because I didn't have to talk to anybody. >> I couldn't make money while you sleep isn't absolutely, but they were >> able to. Basically, they didn't have to go through a lengthy process of procurement and legal reviews and everything else. They literally were able to subscribe to the product and get it deployed within seconds, and the estimated that it took about three months off of their engineering cycle was being able to go that fast. But >> the interesting thing on >> million dollar transactions is, there's a lot of other people that care about that. So I got a letter about eight weeks later from their corporate headquarters in New York. It said that Development team was not >> really authorized to spend that much money on that product, >> and so that is what I call the Volvo crowd. And there are big parts of our customer that are very, very interested in safety and airbags and collision avoidance and all that other fun stuff. And so what Marketplace has been really innovating on in the last couple of years is finding a way to modernize how companies buy and deploy softer in the cloud. Do that at speed. But do it in a way that's compliant with whatever regulations governing the things. >> So do it speed but variable speed, >> variable speed and just, you know, a lot of our customers in the public sector or in health care financial services. They're heavily regulated on on their own, and they have a certain way they need to do things. And so we've been building features like the private marketplace which we just launched actually allows the customer to go in and reason over our catalog We've got forty eight hundred listings in our catalog, fourteen hundred different vendors and they can decide on their own. Which one of those air fruit for use or not, >> because it's very hard to meet the procurement demands of various of public sector organization because they're so >> they are very diverse. But that's also one of the reasons, like I'm excited too heavy in here. We've been working for the last couple of years to figure out how we can more effectively work with partners to sort of serve our joint customers. So he and what's your story? How >> do you fit what? It's a good question. So I think Computer Center entered into the fray with eight of us, sort of circa reinvent twenty seventeen. So just a time where Marketplace was launching two partners, I guess in the mainstream on on, we looked at what the offering in partnership with these guys and what it would mean to our customers, and that was kind of very customer letters and organization if you know anything about us. Customers were asking for different ways to potentially by traditional software packages as they moved into the Ws Cloud, and they were moving at scale and that velocity that we talk about and it was about well, is this a product or a mechanism that can help them streamline? Can they simplify on the way? Can they cut some of that complexity on that journey? We see that very much as a Roald. Help them achieve that. This seems like a really good mechanism, so we fast forward through twenty eighteen. We do some great deals together, those sort of way talk about on way. See that this is becoming more mainstream for customers. Is their landing in a ws in the cloud and thinking about different ways? Different software titles challenging Do We Need to Do Things is normal, or should we do things a different way? What about this dynamic that we were just talking about? That garden was just saying about the procurement folk, the >> Volvo crowd versus the Lamborghini Cross You what do you have developed a workflow approval process that it worked? Yeah, well, unpack it a little bit, the the private marketplace allows, and every customer is a little bit different. Sometimes it's the chief security officer who kind of makes the final decision. Sometimes it's procurement. Sometimes the legal team has specific move constraints on what they what. They want to prove that not I really haven't found two customers that are identical in terms of how they're worked over an l O B manager. Correct CFO. I mean, you're right, lots of different roles. So we effectively, we did some surgery on the underlying service to create a new I am role. And so if Ian is the administrator for his organization, regardless of role, he's given permission to go approve and disapprove products. And some customers are kind of in a white list load, which is basically you can use, uh, only the things that I wait listed. So everything's forbidden until I've explicitly approved it. Other companies, like a lot of smaller companies that may not have that much process. We're more of a blacklist mode. We're sort of like everything in the marketplace is fair game, except the ones I've specifically said not to use on DH. So we just created this really flexible infrastructure that lets customers customize the marketplace to their needs. So you give superpowers to some admin and then the white list black blacklist, depending on what it is. And then it becomes frictionless. It becomes frictionless, and then the user experience the customer can actually have their own logo. They can put their own language around, kind of how they wantto sort of represent that to the developers. And then every developer in their organization then sees that experience and they can see what's been approved in what hasn't. OK, so you get a private label through the channel. Yeah, so that I, as a consumer see whatever brand that your customer yet need to see exactly. And then we've also got a facility because, you know, with over forty eight hundred listings in the marketplace, fourteen hundred different vendors, you know, nobody's got time to go reason over every single item, and we're adding hundreds every year, so that keeps growing. And so we've got a facility. If the developer has a specific technology that they really require, we've got a little simple work flow so developed could say, I need this widget to build this thing, and then we kick it off to the admin who could approve it. And as we were talking about for our video closet, you gonna have precise understanding of the pricing. You know this one hundred percent clarity. And then once you have that on you, Khun, split the pie hole, then you can split up and we did. But like one of the foundational technologies that we launched, twenty seventeen was this notion of a private offer. And so if I want to make a private offer to Ian at a price that he and I have negotiated on legal terms that he and I have agreed to, I can do that through marketplace. And then what with the way that would work in a large organization is once somebody's subscribes Once to that price, everybody in the organization that used that product is using it at the agreed price. OK, right. And then we extended that to enable Channel partners now. So for the ice fees that included center works with now, he's now able to go create private offers for his custom. So what, you're essentially created a two sided >> marketplace that effect? Yeah, I think the interface between the two organizations is really important. It becomes that sort of tripartite with the ice V, putting the customer right in the center. I think that's the signage is that we seem to organizations. >> Do you really see what your input has bean there items that are listed as well. Did you get that >> for, like, selection? >> Yeah, yeah, that that like, you know, >> saying it's pretty customer focused, you know, we work with customers we have. We have a set of people around the world that do what we call category management, and they theirjob is to work with customers and make sure that we're stocking the right inventory on the shelves, so to speak. So we get that input like every day, >> and then that helps you develop you new products, >> New continent, new products. And that's >> ahead of the competition. >> Wei. Try to think more about like, let's focus on our customers. Wei don't spend a lot of time chasing tail lights, but very customer obsessed. What things always >> interested me about the marketplaces. It's so complex in terms of region's >> tax laws, pricing considerations on and on and on so many permutations. You talk a little bit about how you've >> succeeded in just essentially making that all transparent and what what's behind that? >> Um well, I think you know Amazon >> and eight of us like we operate within the legal frameworks and all the countries where we operate in. So we have our own requirements in terms of how we remit and collect tax in countries compliant with local laws. Right. So we had to do that just to operate a to B S right way were able to leverage a lot of the same plumbing we had to build for ourselves and effectively make that available to our lives. So we have, like, there's a small eyes. We actually they've grown to be quite big. But here in the UK is a company called Matile Ian, who uses us exclusively a cz, their cloud channel. Um and we take him the HBS available eighteen regions marketplace on, and then everywhere we need to we will remit and collect tax on his behalf and then give him reports that he could share with his auditor to ensure compliance with local laws. And so we do a lot of that stuff. He's a small firm, you know, and for us to be able to sort of, like, extract and abstract all that complexity from him and just give him a nice monthly report that shows him all the taxes we can on his behalf. That's a big service right >> now. How's it transform your business? >> So I say transforming rather than transformed because it's a continuum thing all the time. I think it's absolutely that a different way of procurement is, firstly, the thing that customers are asking for. So it's just one cog in the wheel for a ws that customs picking up on. I think the point that golf is very well glossing over is that between us, we're doing the heavy lifting on behalf of the customer. I think that's today's point thing. That's that's the whole point here, where that we've all got a part to play in the ecosystem and it's it's all about customer experience. That's most important. I think what we're seeing is repeat customers come back. Actually, that's the biggest from if I look up from the start of twenty eighteen to the end, it was the repeat visits, so you get you know, the one million pound or dollar deal customer coming back twice or three times in the year to do the same thing again, >> but have any being put off by this new >> approach, but I haven't seen that so genuine. It hasn't appeared so far, so there's some education. Of course, that has to happen because it's different. It's not the norm. If you think about enterprise customers, they've been buying up a particular mode for twenty or thirty years or longer, a CZ we joke about. So this is just an education process that let them know what on how on then, what's there on the bandwagon? It kind of becomes that streamline process. >> Yeah, ad I'd build on top again. Sport like you kind of think about the way way >> customers thought about procuring infrastructure before eight of us existed, like back in way. But in the way big back of two thousand five, like buying hardware in storage and networking gear was crazy, hard and very difficult and long and laborious. And your racket and stacking everything else. And then a dubious comes along with services like Three and Easy to know what it makes provisioning access, the hard work. It's seconds, you know, not months of procurement, and in a way, we're kind of software is now catching up, and in a way, what marketplace is trying to do is to revolutionize the way people acquire software for the cloud in the same way that eight of us to infrastructure well, and you're creating a to be a consumer dynamic, not unlike my Amazon retail, where there's trust, simplicity, comfort levels on DH. You know, you even don't tell Jeff. I'Ll pay a little bit more from, you know, Amazon website cause I trust it. Yeah, you know, not too much, right? And you guys have to stay price competitive. Absolutely so. But that to me, is that it's that consumer like experience that you're obviously it is more complex but somewhat creating that way looked, we look to retail for all sorts of cool inspiration. You know, on the retail side, they have a retail marketplace, which is huge and thriving business with millions of merchants. And so we're constantly comparing notes and saying, like one of the things that you're doing for your merchants and are the things that can inspire us on our side kind of follow suit. I will note that you know, I when I get in front of customers I like to do, I'd like to show our user experience we have a pretty website and all that other good stuff. The vast majority of customers actually interfaced with us through command line and automation tools and all that other stuff. So retail analogy gets me so developers, >> thank >> you very much for it's really great to have you here, Director A ws marketplace and here mobile. As you say, >> we're in the midst of this transformation. It's really great to hear your story. So thank you very much for two years here >> on the Cube, on the aid everywhere summits in London That's all from us for now.