>>The cube presents, Coon and cloud native con Europe, 2022, brought to you by red hat, the cloud native computing foundation and its ecosystem partners. >>Welcome to Valencia Spain in Coon cloud native con Europe, 2022. I'm your host Keith Townsend. And we're continuing the conversation with community, with startups, with people building cloud native, a cube alum joint by a CTO. And not as the CTO advisor. I really appreciate talking to CTOs Capel. Th Lou don't forgive me if I murder the name, that's a tough one. I'm I'm, I'm getting warmed up to the cubey, but don't worry. When we get to the technical parts, it's gonna be fun. And then a cube alum, Umer K director of marketing Capel. You're the CTO. So we we'll start out with you. What's the problem statement? What, what, what are you guys doing? >>So, uh, we're building on top of an open source project podcast, custodian, uh, that is in CNCF. And that I built when I was at capital one and just as they were going, they're taking those first few steps. It's a large regulated enterprise into the cloud. And the challenge that I saw was, you know, how do we enable developers to pick whatever tools and technologies they want, if they wanna use Terraform or cloud formation or Ansible? I mean, the cloud gives us APIs and we wanna be able to enable people to use those APIs through innovative ways. Uh, but at the same time, we wanna make sure that the, regardless of what choices those developers make, that the organization is being is being well managed, that all those resources, all that infrastructure is complying to the organizational's policies. And what we saw at the time was that what we were getting impediments around our velocity into the cloud, because we had to cover off on all of the compliance and regulation aspects. >>And we were doing that them as one offs. And so, uh, taking a step back, I realized that what we really needed was a way to go faster on the compliance side and clock custodian was born out of that effort side of desk that we took through enterprise wide. And it was really about, um, accelerating the velocity around compliance, but doing it in the same way that we do application and infrastructure is code. So doing policy as code in a very simple readable YAML DSL, um, because, you know, PO you have, we, anytime we write code, we're gonna more people are gonna read that code than, than are going to need to be able to write it. And so being able to make it really easy to understand from both the developers that are in the environment from the compliance folks or auditors or security folks that might wanna review it, um, it was super important. And then instead of being at the time, we saw lots of very under products and they were all just big walls of red in somebody's corner office and getting that to actually back the information back in the hands of developers so that they can fix things, um, was problematic. So being able to do time remediation and real time collaboration and communication back to developers, Hey, you put a database on the internet. It's okay. We fixed it for you. And here's the corporate policy on how to do it better in the future. >>So this is a area of focus of mind that people, I think don't get right. A lot, the technology hard enough by itself. The transformation cloud is not just about adopting new technologies, but adopting new processes, the data, and information's there automatically. But when I go to an auditor or, or, uh, compliance and say, Hey, we've changed the process for how do we do change control for our software stack? I get a blank stare. It's what do you mean we've been doing it this way for the past 15, 20 years, that's resistance, it's a pain point and projects fail due to this issue. So talk to me about that initial customer engagement. What's what's that conversation like? >>So we start off by deploying our, our platform on top of buck custodian. Um, and as far as our customers, and we give them a view of all the things that are in their cloud, what is their baseline, so to speak. Um, but I think it's really important. Like I think you bring up a good point, like communication, the challenge, larger challenge for enterprises in the cloud, and especially with grocery compliance is understanding that it is not a steady state. It's always, there's always something new in the backlog. And so being able, and the, one of the challenges for larger orgs is just being able to communicate out what that is. I remember changing a tag policy and spending the next two years, explaining it to people what the actual tag policy was. Um, and so being able to actually inform them, you know, via email, via slack, via, you know, any communication mechanism, uh, as they're doing things is, is so powerful to be able to, to help the organization grow together and move and get an alignment about what, what the, what the new things are. >>And then additionally, you know, from a perspective of, uh, tooling that is built for the real world, like being able to, as those new policies come into play, being able to say, okay, we're going to segment into stopping the bleeding on the net new and being able to then take action on what's already deployed that now needs to become into compliance is, is really important. But coming back to your question on customer engagements, so we'll go in and we'll deploy, uh, a SAC platform for them. We'll basically show them all of the things that are there already and extent. Um, we provide a real time SQL interface that customers can use, um, that is an asset inventory of all their cloud assets. Uh, and then we provide, uh, policy packs that sort of cover off on compliance, security, cost, optimizations, and opportunities for them. Uh, and then we help them through, uh, get ops around those policies, help deploy remediation activities and capabilities for their environment. >>So walk me through some of the detail of, of, of the process and where the software helps and where people need to step in. I'm making I'm, I'm talking to my security auditor, and he's saying, you know what, Keith, I understand that the Aw, that the, uh, VM talking to the application, VM talking to the Oracle database, there is a firewall rule that says that that can happen. Show me that rule in cloud custodian. And you're trying to explain, well, well, there's no longer a firewall. There's a service. And the service is talking to that. And it, it is here and clouds, custodian and St is whether Stant help come to either help with the conversation, or where do I inject more of my experience and my ability to negotiate with the auditor. >>So stalet from the perspective, uh, and if we take a step back, we, we talk about governances code and, and the four pillars around compliance, security, cost, optimization operations, uh, that we help organizations do. But if we take a step back, what is cloud custodian? Cloud custodian is really a cloud orchestrator, a resource orchestrator. What <inaudible> provides on top of that is UI UX, um, policy packs at scale execution, across thousands of accounts, but in the context of an auditor, what we're really providing is here's the policy that we're enforcing. And here's the evidence, the attestation over time. And here's the resource database with history that shows how we, how we got here, where we compliant last year to this policy that we just wrote today. >>So shifting the conversation, you just mentioned operations. One of the larger conversations that I have with CIOs and CTOs is where do I put my people? Like this is a really tough challenge. When you look at moving to something like a SRE model, or, uh, let's say, even focus on the SRE, like what, where does the SRE sit in an organization? How does stack, like if at all, help me make those types of strategic decisions if I'm talking about governance overall. So, >>So I think in terms of personas, if you look at there's a cloud engineer, then SRE, I think that what at its core Stackler and cloud custodian does is a centralized engine, right? So your cost policies, your compliance policies, your security policies are not in a silo anymore. It's one tool. It's one repository that everyone can collaborate on as well. And even engineering, a lot of engineering teams run custodian and, and adopt custodian as well. So in terms of persona stack, it really helps bring it together. All teams have the same simple YAML DSL file that they can write their policies, share their policies and communicate and collaborate better as well. >>Yeah. So I mean, cloud transformation for an enterprise is a deeper topic. Like I think, you know, there's a lot of good breast practices establishing a cloud center of excellence. Um, I, I think, you know, investing in training for people, uh, getting certification so everyone can speak the same language when it comes to cloud is a key aspect. When it comes to the operations aspect, I very much believe that you should have, you know, try to devolve and get the developers writing, uh, some of the DevOps. And so having SREs around for the actual application teams is, is valuable, but you still have a core cloud infrastructure engineering group that's doing potentially any of your core networking, any of your, you know, IM authentication aspects. And so, uh, what we found is that, you know, SLA and cloud custodian get PR primarily get deployed by one of three groups. >>The, uh, you know, you've got the, the CIO buyer within that cloud infrastructure engineering team. And what we found is that group is because they're working with the application teams in a read right way. Uh, they're very much more, um, uh, used to doing and open to doing remediation in real time. Um, and so, and then we also have the CISO teams that want to get to a secure compliance state, be able to do audit and, and validate that all the environments are, um, you know, secure, frankly. And then we get to the CFO groups. Uh, and so, and this sometimes is part of the cloud center of excellence. And so it, it has to be this cross team collaboration. And they're really focused on the, that, that cost optimization, finding the over provision, underutilized things, establishing workloads for dev environments to turn them off at night. Um, and of course, respective of time zones, cause we're all global these days. Uh, and so those are sort of the three groups that we see that sort of really want to engage with us because we can provide value for them to help their accelerate their business goals. >>So that's an expansive view, cost compliance, security operations. That's a lot, I'm thinking about all the tools, all the information that feeds into that, where does cloud custodians start and stop? Like, am I putting cloud custodian agents on servers or, uh, pods, like how, how am I interacting with this? >>So the core clock suiting is just to see lot it's stateless, it's designed to be operationally simple. Um, and so you can run it in Kubernetes, in Jenkins. We've seen people use GitLab. We've seen people run just as a query interactive tool just from, um, investigations perspective on their laptop. But when you write a policy, a policy really consists of, you know, a couple of core elements. Uh, you identify a resource you want to target say an S3 bucket or, uh, a Google cloud VM. And then you say establishes that a filters. I want to look for all the C two instances that are on public subnets with an IM roll attached that has the ability to, uh, create another IM user. And so that, you know, you filter down, you ask the arbitrary questions to filter to the interesting set of things you want, and then you take a set of actions on them. >>So you might take an action, like stop an C two instance, and you might use it as an incident response. Um, you might, uh, use it for off hours in a, in that type of policy. So you get this library of filters and actions that you can combine to form, you know, millions of different types of policies. Now, we also have this notion of an execution mode. So you might say, uh, let's operate in real time. Whenever someone launches this instance, whenever there's an API call, we want to introspect what that API I call is doing and make sure that it's compliant to policy. Now, when you do that, custo will, when you, and you run it with the COI, cause you will actually provision a Lambda function and hook up the event sources to it. Uh, and sorry, Lambda really the serverless we bind into the serverless native capabilities of the underlying cloud provider. So Google cloud function, Azure serverless functions, uh, and native AWS Lambda native us. And so now that policy is effectively hermetically sealed, running, uh, in the Seus runtime of that cloud and responding to API calls in real time, all with, you know, structured outputs and logs and metrics to the native cloud provider capabilities around those. Um, and that really ensures that, uh, you know, it's effectively becomes operation free from the perspective of the user of having to maintain infrastructure >>For it. So let's talk about >>Agent agent list and API based. >>Let's talk about like the a non-developer use case specifically finance. Absolutely. We, you have to deploy the ability to deploy, uh, um, uh, SAP in a, uh, E C two instance, but it's very expensive. Do it only when you absolutely need to do it, but you have the rights to do it. And I wanna run a, uh, a check to see if anyone's doing it like this is this isn't a colder developer, what is their experience? So, >>So primarily we focus on the infrastructure. So low balancers, VMs, you know, encryption and address on discs. Um, when we get into the application workloads running on those instances, we spend, we don't spend that that's on our target focus area. Mm-hmm <affirmative>, we can do it. Uh, and it really depends on the underlying cloud provider's capabilities. So in Amazon, there's a system called systems manager and it runs, and it's basically running an agent on the box. We're not running the agent, but we can communicate with that agent. We can, I inspect the, the inventory that's running on that box. We can send commands to that box, through those serverless functions and through those policies. And so we see it commonly used for like incident response and a security perspective where you might wanna take a memory snapshot of, of, of the instance before, uh, um, yeah, putting it into a forensic cloud and adding >>To that, like these days we're seeing the emerging personas of a fops engineer or a fops director as well, because cost in cloud is totally different. So what custodian and Stackler allows to do is again, using the simple policy files. Even if they have a non-developer background, they can understand this DSL, they can create policies, they can better, uh, target developers, better get them to take actions on policy as well. If they're overspending in the cloud or underspending in the cloud, uh, especially with St. You get, they get a lot of, out of the box dashboards and policy packs too. So say they can really understand how the cost has been consumed. They can have the developers take actions because a lot of the fops finance people complain like my developers does not understand it. Right. How do we get them to take action and make sure we are not over spending? Right. So with custodian policies, they're able to send them, uh, educational messages on slack or open a J ticket and really enforce them to take action as well and start saving cost. Like >>If you, uh, if you imagine cloud custodian as, um, you know, cleaning staff for, for the, your, your cloud environment, like it, it's, uh, you know, if you go to a typical, you know, cloud account, you're gonna see chairs that are 10 feet tall sitting at the table. You're gonna, because it's been over provision and obviously, you know, one can use it. Um, you're gonna find like the trash is overflowing because no one set up a log retention policy on the log group or set up S3, uh, life cycle rules on their buckets. And so you just have this, um, sort of this, uh, this explosion of things that people now, you know, beyond application functioning, like beyond, you know, getting to, you know, high performance, Dr. Capable, uh, SLAs around your application model, you now have to worry about the life cycle of all those resources and helping people manage that life cycle and making sure that they're using the, the, just the resources and consumption that they need, because we're all utilization based, uh, in the cloud. And so getting that to be more in line with what the application actually needs is really where we can help organizations and the CFO cost context. >>So, Emil, you got 10 seconds to tell me why you brought me a comic book. >><laugh> we created this comic book, uh, to explain the concept of governance scored in a simplified fashion. I know Keith, you like comic books, I believe. Uh, so it's a simple way of describing what we do, why it's important for pH ops for SecOps teams. And it talks about custodian and St. It as well. >>Well, I'm more of an Ironman type of guy or Batman cloud governance or governance cloud native governance is a very tough problem. I can't under emphasize how many projects get stalled or fail from a perception perspective, even if you're technically delivered what you've asked to deliver. That's where a lot of these conversations are going. We're gonna talk to a bunch of startups that are solving these tough problems here from Licia Spain, I'm Keith Townsend, and you're watching the cube, the leader in high tech coverage.

(upbeat music) >> Thanks so much, and we're back here live. Live, I love saying that, at cloud city, at Mobile World Congress. Barcelona at the Fira. It's just been crazy here all week. We've been going wall to wall coverage. Am really excited to have John Savill here, as a principal cloud solutions architect at Microsoft. John, welcome to Barcelona, man. Come on in the cube. >> Oh yeah, thank you for having me. I'm not quite getting that Barcelona vibe here, but seems great. >> Well, you were just tell you look great. You just did an iron man up in Idaho, so awesome. Congratulations on completing that and many more in your future, I'm sure. You have a really interesting background. You know, in addition to your amazing cardiovascular capabilities. As a cloud architect, you've got a long history, 20 plus year history, you know, digging in at Microsoft. In your spare time you write books on architecture and you've got a great YouTube channel, a lot of subscribers. Tell us a little bit about that. >> Yeah, so it really started out 25 years ago. I was playing around with windows and technology and I just tried to share information. So I created a website artifact.com and I wrote magazine articles. And then people asked me to write some books and it's really evolved from there. And the most recent thing is actually the YouTube and I really enjoy doing the videos. It's a lot more rapid in terms of creating the content and sharing it, whereas the book takes six months. You'd write the book and then with technology moving as fast as it is, especially the cloud, you write a book on the cloud and then it's published and it's out on date. And so now this ability to create the content and get it to people a few minutes later, it's just phenomenal. So it's my hobby and my passion. And it's the best of both worlds for me. >> I love a CICD of books. Okay, Let's get into it. We've been talking all week about and actually drawing a lot of parallels with the traditional enterprise IT business and what's happening in Telco In one stop I just talking about the shifts in responsibilities for architects and the organizational roles, when you go from, you know, on-prem, everything's inside of a virtual machine, when you go to the cloud, there's a lot more optionality. As you just pointed out, things are a lot faster. What have you seen in your experience what's different? What should we be thinking about? >> Yeah, so exactly, as you said, it on premise really everything is a virtual machine. It's an OS that you have to manage, like the thing about the patching, the security, the policy. And then I have to put things inside this virtual machine, but that's my unit of work. Some coming to the site and look at containers on premises. And then they struggle with managing one even orchestrator. So I'm managing Kuberneters and ITs and there's work there. When you move to the cloud, you have all these other types of service. You think about serverless kind of at an end of a spectrum where, hey, I just have some code. I want to run based on some event, maybe a schedule, maybe a web hook, some trigger, some event happens. And I only pay for when it's doing work. But what I care about is my code or my focus is this is my code. I don't care about any of the other stuff that makes it work. I just can focus on my code, but you still have the options. I can do containers. I can do virtual machines if that's what I want to do. But my responsibility can really laser focus just on the business value. Generally as a company, I don't really care about managing an OS or patching, I want to see what differentiates my business from someone else. And when I moved to the cloud, I can shift my focus to just that business value and let the cloud vendor take care of the responsibility of keeping the things running, enables me to shift and just focus on value, which is key. >> And as a cloud vendor, that allows you to price by consumption in a very transparent way, and as a customer, now I know what I'm paying for and I can align that investment as you were just pointing out with the business value. >> Oh, absolutely. Right, so again, on premises, we have bits of equipment. We have this server, with memory and CPU, and generally we have different usage. We have peaks and we have lows. We have the same bit of hardware I'm paying for all of the time, we have disaster recovery. I'm paying for that all of the time. If I have customers all over the world, well, speed of light is speed of light. I have to wrap boxes all over the world in the cloud. I can have services dynamically scale based on the need, based on the work coming in. I can scale the amount of resource% I have available to meet that. So I'm optimizing my costs to only pay for what I actually need at any given moment. And of course we have regions all over the world. So suddenly now I can be super close to my customers. So its right, it completely changes how the companies can think about spending the money to only spend what they have to spend on what they want to spend it on. >> Yeah so the last decade clearly the aha moment for enterprise tech, just in terms of really understanding those benefits. And we saw it, you know, it actually first hit right around the financial crisis. When you know, all the CFOs said, "hey, shift your CapEx to OPEX immediately. And then we came out of that downturn and people said, "hey, this stuff, this cloud stuff actually is really good. Let's start to really change our business models around it." And, and there's a lot of relevance for Telco here. And you've talked about cloud as a, a flat layer, three network, what do you mean by that? >> Yes, if you think about on premises, you have bits of wire. Now that might be copper wire, it might be fiber, but you have these bits of wire that connects stuff. And I can think about connecting different bits of staff, to different network cards to enable me to separate systems and how they can communicate to each other and segregate. So that's how I've always thought about on premise is that why I separate stuff. A little bits of wire connecting different bits of network card. Well in the cloud, you don't have that. It's all software defined networking. If I think about a construct where I put my resources like a virtual network, it's just an IP of the layer three network there are no bits of wire. I can plug into different places. There are no different physical network cards. So we have to shift our thinking, and it can be very difficult. If I'm used to being an on-prem network admin, I'm used to the idea of the lines and cables and multiple nicks with different bits of copper plugged into them. When I go to the cloud, I have to shift that and think it is this flat layer three network. And when I want to segment things, now it's software defined networking walls, networks security groups, maybe botched appliances that can inspect the traffic. But it's a huge shift in thinking to how we now segregate and control how that networking actually functions. And of course, if you then want to extend that to hybrid connectivity, well, how does that then map to why my on-prem network? And I want to extend that to make it completely seamless into the cloud. >> Yeah, I don't want to come back to that, but I want to ask you about some of the organizational roles. 'Cause you've been at this for a couple of decades. So you've seen, you know, you remember the days of when you know, the expertise in managing a LAN a report was, you know, highly valued. It's not anymore. And so your colleagues, your peers in the industry, the architects that are your customers, they have to reinvent themselves. And that that's really now beginning to happen in Telco. So I wonder if you could talk about your thoughts, how you're thinking about cloud in telecom. >> Yeah, so I think what's happening is you still need skills. What shifts is, what is the type of skills you talked about LANs and managing storage. Well, you don't manage LANs anymore, but in the cloud, there's different types of storage service. There's different performance characteristics. IOPS throughput capacity. So we have to shift how we actually think about those skillings so I still need to architect accordingly. It's only to make sure I have the right characteristics, that it's just a different unit of work. I'm working with different tools now. And I think from a kind of telco perspective, they're really looking now, well, how can we leverage the cloud, Telcos in particular, have a huge pressure around very low latency. They have to be close to their customers. They deliver critical services. You can think about emergency services. They have to have super high availability. That's when you start moving to the cloud, they can now embrace the fact that well cloud has these various constructs like different physical structures within independent power calling communications. They have different regions, so I can be close my customers and kind of replicate between them. Through the Telco, you have to kind of firstly think about, well, okay, I still need to adhere to all of these core requirements. That quality of service, giving my customers a great experience, but now we have these different tools available in how we can actually deliver that. I think also a big shift is from a security perspective. I think especially Telcos love the idea of the network. The network is the be all and end all of security. When you start using the cloud network is still super important, but identity becomes this huge factor as well, because now I don't have this moat around my physical box. That copper wire doesn't have this disconnect. I'm in the cloud as so now we think about, well, how does the identity play into actually securing our resources? Because now we're going to have all these different cloud services that are going to talk to each other. We need to do that in a secure way. So the identity becomes this much bigger part of my architecture networks still super important, but now identity bumps up there as well. And I think that that's a key thing for Telcos is that there's a shift there. >> Yeah, well on speaking of shifts, a big conversation and Theme CubeCon this year was the shift left with security and designing security in. And really when you think about infrastructure as code, the programmable network, and you combine that with the cloud, I mean, Microsoft has gone through the greatest transformation of any tech company in the history of tech. And it did so with a cloud first mentality. And now you see that cloud expanding. It's clearly on prem you're bringing that you're connecting those, but now the edge. 5g networks and the it's very, you know, super exciting, you know, new compute architectures and new programming models. So this you're essentially building this abstraction layer that developers can really take advantage of having consistency across all those physical locations, really hiding the underlying complexity. I wonder if you could comment on that. >> Not, exactly. You're a 100% correct. So right Azure was a cloud service. So we had this cloud and we had services operating in that cloud, app services, data services, machine learning but you still have requirements for on-premises components. You talk about the edge. Well, hey, I may be, I'm using a private wireless network. I have my RAD, I have the core kind of packet switching components. Well, I still want things on premises then I need compute, I need workers running on my edge, close to where the data's being generated IOT sensors. What Azure has is yes, it has the public cloud services. Then it has things like Azure like edge, Azure stack hub, Azure like HCI that let me actually have things on premises in different form factors. But the can now run consistently like Azure services. I can manage them through Azure services, policy, security constructs, identity constructs, and then with things like if I have Kubernetes any kind of Kubernetes CNCF-compliant, I can actually now sync Azure arc, manage it through the cloud and I can deploy SQL manage instance, Postgres hyper-scale, machine learning, app services, serverless functions now running on-prem. So as a developer, as an architect, I create my solution, but now I can run it in the cloud, I can run it on premises. I don't have to make that conscious decision and do things differently. If my requirements change, I can move or do hybrid. So it really is a game changer. The customer gets the choice. I can leverage these technologies. I can write code and architect solutions and then run it where makes the most sense for me. >> Yeah, and we just got a couple of minutes here, just as we saw new applications emerge in the cloud, we're going to see new applications emerge at the edge. The developers will win the edge, I've said it many times. I'll give you the last thoughts, John. >> No, I just think it's a, it's an amazing, exciting time. I mean, you talked about kind of the whole shift left more and more companies are moving into kind of the whole infrastructures code and the dev ops models. And now we see security embedded all the way at the start of our pipeline. But I really just think this is the time now as a customer, as a Telco, you do have this fantastic set of capabilities available to you in the cloud, but you're always going to have, I think that on-premise is component as well. So you don't have to compromise. I don't have to say, well, I'd love to use this service, but wow, I had this anchor or I had this requirement on prem. I can use the same services. You have that complete choice. You can operate in the same way, the same pipelines, the same dev ops, the same security and one where it makes the most sense for you. I mean, it's a fantastic time. >> Well, John, thanks so much for virtually coming into Barcelona. We've got this great hybrid event, good luck in your career and in your Ironman competitions, all the best to you. Thank you. >> Thank you for having me, the pleasure. >> It's been our pleasure. So we're here, live at the, the Fira in Barcelona. We're in Cloud City. I'll tell you, I'll set it up. It's not like jammed packed where you can't move, you know, good thing we're in, still in the COVID, but it's like the post isolation economy here, but we're really excited to be sharing with you. We're going to go back to the studio to Adam Burns right now.

>>From and low park California in the heart of Silicon Valley. It's the cube covering cloud now. Awards 2020 brought to you by Silicon angle media. Now here's Sonya to garden. >>Hi and welcome to the cube. I'm your host Sonia to Gary. And we're on the ground at Facebook headquarters in Menlo park, California covering cloud now's top women entrepreneurs in cloud innovation awards. Joining us today is Shamila Bandler who is the director of production engineering at Facebook. to the cube. Thank you Sonya. So can you tell us a little bit about your background? Absolutely. >> Um, I grew up in India and it was in 2001 I moved to United States. I joined a company in financial sector fidelity investment. That was my first job in the U S it was a very important team I was working on, which was responsible for mission critical applications and trading floor. So if you know a little bit about stocks, you can think about the sense of urgency. That's where I learned early on in my career while I was working there. I also did my part time masters at Howard university. >>Um, that time was very crucial in my growth because it taught me resilience doing two things at the same time. 2005 was a life changing event where for personal reasons, I relocated to a Bay area from East coast and I joined a startup going from a big company to a small company. Again, put me in a situation which I was never used to. The startup taught me again being very resilient moving fast, which got acquired by Dell. That's when I switched to management. I sat on the decision for three months when my director asked me, you should be in management. And it wasn't, I wasn't afraid. I was too naive to like step away from individual contribution to the Tech's role to step into management. They were persistent and I took on the management role and there was never turning back because what I was giving back to the company, to the team and also seeing more women join my team. >>That was something I was truly enjoying. Then I did a couple of small companies transforming their business from a on-prem business to cloud. Um, that was again, growing the team from ground up and building a team in like two years was very, very motivating. And it was about a year and a half ago when I joined Facebook where a opportunity came knocking. I really wanted to work at this keel. And six months into the role I was supporting Facebook's monitoring ecosystem. And then last year my role changed. I started supporting Facebook's revenue generating platforms, which is ads, marketplace, commerce, and payments. And I'm absolutely loving it. >> That's very inspiring. Thank you. See you were a past winner of cloud now and now you're on the cloud now, advisory board. Tell us a little bit about that journey and what's the experience been like? >> Absolutely. I still remember, it was about four years ago. >>I'm the founder of cloud. No, Jocelyn had reached out to me that you should absolutely put the nomination. I had self-doubts, but then I thought, okay, I have done three transformations, let me give it a shot. And I attended that event on Google, Google campus. And the most important thing I took away from that evening was the amazing inspiring speakers. And the other pure winners from that, there was never looking back. It's just not being the award recipient. I think it boosted my confidence that what I have done and then also put more responsibility on me that how can I see more women leaders grow and get more women in the tech. Then last year of when I pitched to my management team that we should host cloud now event on Facebook campus. I got immense support from them. We did it. And this is when I felt that giving back to the community. >>This is what it means. At the same time after the event, Jocelyn said, I think you should be on the advisory board because we can get more of them and join this mission and we can accelerate the missions. A goal which is getting more and more women in tech. We have a lot of work still to do. >> Um, and so today you hosted the welcome and the scholarship, um, presentation. So how has that experience and tell us a little bit more about cloud now is um, STEM scholarship fund opportunity. It was a great experience. I think whole Borton school and Shanti Bhavan. I mean, when I look at the backgrounds of some of the scholars, it's just amazing. I mean, we all are privileged. I feel I'm privileged. Um, whether it's education or from the families. I think our parents took really good care of ourselves. >>But when I look at some of the fascinating stories of the scholars, some of them like absolute poverty, homelessness, there was one story which was like a person was homeless and the social economic statuses they come from, you wouldn't even think like, how can they even like done into like great software engineers at some amazing top companies. When I look back, the whole philanthrophy mission of, um, you know, cloud now is on this international STEM scholarship. It is making sure these underprivileged scholars have a fair chance because they didn't start at the same place where I feel I have started, you know, being a kid, you know, going to a school and it's amazing that we are able to contribute to this mission. Well that's great. And you're giving them an opportunity to share their skills with the world. Absolutely. Um, so what impact do you hope cloud now will have in the future? >>I think we still have a long way to go. I mean if I just look at, um, around me, uh, it's amazing that Facebook is very much into seeing more and more diversity and inclusion. And I know the numbers are changing even in other companies, but they're not changing at the rate where we want. Cloud now has gotten into a place in eight years very well connected with the winners. All of them, all the winners I look at past eight years are in very prominent positions. We have a privilege. At the same time, we also have a huge responsibility if in whatever field, whatever domain, whatever rules V. V, R. N if we can influence and change the equation very, we are making it a fair ground. I think we can see more and more women in tech. And what advice would you give to women who want to be in tech but maybe feel a little intimidated by the male dominated industry? >>I think sometimes we are owed our own enemies. Um, it's easier said than done. Um, I think believing in yourself. So when I was put in drawers, absolutely there were moments I was not comfortable at all and I started doing things not worrying about the outcome. Whatever I felt was right at that time I never thought, uh, this problem is some other team's problem and I'll wait for it. I just went ahead and whatever I could do in my capacity. And that was seen and I think women are really, really good in collaboration and soft skills. I would say use your strengths and use it well because that's what the companies need today. And are you personally seeing a rise in women in tech? Like um, in your team or at Facebook? Are you seeing that there are more women? Absolutely. When I joined the production engineering monetization team last year we had 13 women. >>We have 26 women in the team now. So that's my team is about hundred plus. So about 26% is great. I had no women managers in the team. I can proudly say I have two women managers in the T team. As I say, we still have a long way to go. My hope is in the organization, Ironman. If we can see more women in production engineering, then I would say like, yes, it's, it's getting there. And last question. Um, uh, there are a lot of shifts in the tech industry and new companies, new emerging tech. What's the opportunity now for women? I think AI is, um, you know, machine learning and AI is on the top because it's not just associated with one domain. AI can be applied anywhere. I feel women lik whether it's healthcare, whether it's in technology, it's, it's going to be applied, you know, everywhere. The other is cloud computing. Again, with the public and private clouds on the rise, more and more companies moving into hybrid cloud model. A, I feel for women, you know, going into these fields will like, just open up more opportunities for them. Shana, thank you so much. This is really inspiring and thank you for being part of cloud now. Thank you so much for having me here. I'm Sonya. Thanks for watching the cube. Um, stay tuned for more.

>> from Bahrain. It's the Q recovery AWS Public sector Bahrain brought to you by Amazon Web service is >> welcome to the cues conversation here. You're in Bahrain for Amazon Webster, is this summit our second summit? Um, here. Big news. Amazon Web services announced the availability of the region in the Middle East. I'm here with the chief of Public Sector Theresa Cross and vice President of Worldwide Public Sector. This is a huge milestone. This event one just in terms of the event. The interest across multiple countries in the region. Yes. And you have a new region with multiple availability zones? Yes, up and running. Congratulations. >> Hey, we launched the confetti today and yes, we're open for business and we do. It's a hyper scale region with three available the zones and lots of activity already here in the delays. But it really is a substantial kind of milestone because we started this sometime back in the Middle East, was one of the top regions around the world requested by our partners and customers. And now here we are. >> We've been talking with you for many, many years and I love interviewing you, but this one to me feels like it's not the weight off your shoulders. It's you're at the start line of another marathon. You've achieved so much with this because what's the first thing about Bart Rainey? We've reported on this on Select Angle and our other sites is that you get a lot of work here, is not just turning on a region. There's a lot of government commitment cloud first, full modernization, fintech banking systems, a full re platforming of a government and society and Amazons powering a lot of it and causing a lot of economic growth. So this is a big deal. >> It really is a big deal because, like you said, it really is about digital transformation here. And when I met the crown Prince in 2014 we had this conversation about really creating the economy here in a different way because Bob terrain itself, it's not oil rich country, but a smaller country with lots and lots of tourism. But in this region, while we haven't based here in Bahrain, this is truly a Middle East GCC region and but But part of that, the reason to start it here in my reign was that they really did take a lead in government transformation. As you heard them say, they're going all in shake Some on today talked about government is moving really fast, and they actually did the hard work to think about their telecommunications industry, their government regulations. They started with cloud first, and then they created all the write regulations to make this happen. So it is kind of phenomenal how quickly, in some ways, you know, feel slower than we'd like, But it's really moving quite fast. >> It's pretty fast. You should get a lot of kudos for that. I think you will. But I think to me what's interesting. The news here is that there is a balance between regulation and innovation going on, and regulation can be hampering innovation, some cases and not enough regulation. You have a Facebook situation or >> right so >> it's a balance. These guys have done it right. But to me, the tell sign is the fintech community, >> because that's where >> the money is. The central bank and then the ABC bank are all talking about a pea eye's all in with Amazon that's gonna create an ecosystem for innovation. Startups, et cetera. >> It totally isn't you heard Thean Vivid Jewel from ABC Bank today talk about their platform. What they're doing with clouds and the reason they chose a DBS was because we had this region of Bob Terrain, and they wanted to move quickly in. The regulations now have been updated in a way that actually allows them to do their banking applications in the lab. There's also a startup accelerator here, Fintech May, and they're doing a tenant work with new types of financial applications. So it's so exciting to see this kind of happening than the lace for I think a lot of people thought it would be much slower. We have a ways to go. It's still day one, for sure, but all the building blocks are getting there in the right place to really make this happen. >> You know, 80. Jessie's quoting the announcement you guys had just a couple weeks ago. Laura Angel And in July, the clouds of chance unlocked digital transmission. Middle East, says Andy chassis. Obviously unlocking is a key word because now you have customers from startups to large enterprises and ecosystem of a P M party. So the Ap N Group is here. Yes, So you have global I SUV's here and knew I s V's. You got the government and the education and to me, the news of the show. To me at least maybe it's not the big news, but is that you guys? They're offering a computer like a cloud computing degree. Yeah, for the first time about that news, >> you are right in terms of kind of every sector's picking at, but like in most places around the world, this is not unique. We need skills, and we've got to make sure that we're teaching the skills, working backwards from what the employer needs, like a TVs. So what? We've been here. We announced today we're launching our first cloud computing degree at the university of our terrain, and they're kind of thing. That's really unusual, John. They're going to do a phase one where they offer a cloud certification starting in early 2021 every program at the University of Bahrain, Whether you're in finance or banking, or business or health care or law, you can do this cloud computing certification, which gets you going and helps you understand how you last cloud in your business and then in the fall will be announcing the four year starting, the four year cloud computing degree, and that is in conjunction with our A DBS Educate program. And it will be all the right cloud skills that are needed to be successful. >> Talk about the demographics in this country because one of the things that's coming up is when I talk people in the doorways and it's a chance to talk to some local folks last night that that all in an Amazon, the theme is this. This younger generation yes, is here, and they have different expectations. They all want to work hard. They don't want to just sit back on their laurels and rest on their on their location. Here. They want to build companies they want to change. This is a key factor in the bottle rain modernization. Is that >> Yeah, generation well, all across the Middle East. The thing that's unique about the mill aces, the very young population you had millions of gamers across the Middle East as an example that comic con and Saudi like two years ago on that was one of the most popular things was fortnight. As soon as the region got at all the different gaming started taking place. But we want to create a culture of builders here, and the way you do that is what you said, John putting it into their hands, allowing these young people have the tools create a startup became entrepreneur, but they need to have access to these tools. And sometimes capital is often not that easy to get. So they want to make sure that the capital that they're given or that they have, whether it's bootstrap capital or venture capital, fending or whatever friends and family, they want to make sure that they can use that capital to the greatest advantage to build that company out. And I truly believe that this is gonna help them having an eight of us cloud region. I mean, you saw. Today we have 36 companies that launched their offering in the region on the day we actually announced so that they had specific offerings for the Middle East, which pretty exciting. I mean, that's a lot on day one. >> I mean, it's still day. One of you guys always say, but literally day one they were launching Yeah, I wanted to comment if you could just share some insights. I know, Um, your passion for, you know, entrepreneurship. You guys are also some skill development investing a lot of women in tech power panel this morning, there's major change going on. You guys were providing a lot of incentives, a lot of mentoring, this internships in conjunction with by rain. There's a lot of good things. Share some of the new things that you're working on, maybe deals you're talking about doing or >> way announced Thio kind of new things today. One is we have our we partake program, which I'm, of course, super passionate about. And that is about preventing tech learning and skills to women and underserved in representative communities. So we announced three other training programs here across the Middle East time. So those were put up today and you'll continue to see its role more and more of those out. And the other thing we did yesterday we announced a internship program with the minister of Youth here in Bahrain. That was shaped Nassir, who's a very famous He's that King san, and he's a very famous sportsmen. He does. He just won the Ironman Ironman and 2016. It was the world champion. He does endurance horse racing, so he's a He's a someone that the youth look at to here, and so he's doing all these programs. So we announced a partnership that were the first group doing the internship with this youth program, and so we're very excited. We're going to start that small and scale it, but we want to get these young people quickly and kind of get them excited. But here, what they focus on it is underrepresented communities. So it fits so nicely in with what we're doing with our attack. So you have both Oliver training our over 400 online courses that we offer with a dubious education academy. Now degree now our internship program and we protect. So, John, we're just getting going. I'm not saying that this is all will offer, but these are the things that were getting going with, and we need to make sure we also Taylor things like this Ministry of Youth program and sports at to the region in terms of water, their local needs, and we'll make sure that we're always looking >> at the entrance. Just just get him some great experience. Yes, so they can earn and feel good about themselves. This is kind of a key, exactly thing not just getting an internship, >> and it's, I think, locally it will be about teaching them to do that, disagree and commit really have that backbone to build that company and ask all those hard questions. So we're really going to try to indoctrinate them into the Amazon a TVs culture so we can help them be entrepreneurs like we are every day. >> And you got the data center, you got the city, the centers, you get the regions up and running, and architect, it perfectly suits up with people in it. Are you going to staff that with local talent, or is it gonna be Amazonian is coming in? What's the makeup of staff gonna be? What's the >> story? I mean, our goal is to hire as many local talent. We everywhere we go around the world. We want to get local talent because you can't yet if we did, First of all, we don't have enough people in our headquarters to bring folks in here, so we really have to train and educate. But locally, we have an office open here by rain. We haven't Office Open and Dubai and one down Saudi, and that is local talent. I mean, we are trying to use as much local talent and will continue to create that. And that's kind of the point. Jonas talking about the degree working backwards from what the employer needs. We want to give input because we think we also are getting good. Yeah, so we need to get the top. But we need those other individual employers that keep telling us we need more cloud skills to give that input. But, yeah, >> we're going to get a degree, migrate them into the job >> market, right quick like >> and educates. Been doing great. I learned a lot. This is a whole opportunity for people who want to make money, get a job. Amazon Web service is >> It's a place you could either work for us. Work for someone now, like even the government has a >> virus. Make a person tomorrow >> there. Yet >> we had one, >> but the point of being a builder, what we're seeing more and more John are these companies and government entities are building their talent internally. They're not outsourcing everything anymore, and the whole culture at being a builder, not just outsourcing all that. And that's what eight of us really helps all these entities. D'oh is moved quicker by having kind of some in house talent and not outsourcing everything to slow you down. That >> really thank ABC pointed that out beautifully in his point was, Hey, I'm gonna you know, I'm all in on AWS. We have domain expertise, We have data. That's our intellectual property. We're going to use that and be competitive and partner. And >> yes, and the new models it is. And that I p stays in house with that company or entity or government organization. It was so fun for me today to hear Shake some on from Maggie. A talk about the government is moving fast, and I think that's an example of a really are they figured out clown helps him just go a lot faster and save many security. >> I'm glad you brought that up. I know you got a short time here, but I want one last point in. We've been talking a lot about modernization of government, your success with C i a United States jet I contract still under consideration. All this going on you're experiencing by ranges and, um, unbelievable, fast moving government. They kind of get it. United States some places gets it. This is really about focusing in on the workloads. What have you learned? As you've been engaging these modernization efforts with governments summer slow, some of political ramifications behind. No one wants to lose. Old guard will hold onto the rails. We've seen that in the news, but this is coming fast. What are you learning? What do you >> take away its leadership? I mean, at the end of the day, all these things were driven by a very strong leaders. And even you can see everybody today on stage. It is leaders that make a decision that they wanted a faster and they want to modernize but have the capabilities. No matter if you're the U. S. Department of Defense. Ah, yes. Health and human resource is National Health Service in the UK or RG a hearing by rain, the government's or enterprises that we work with around the world. The key is leadership. And if there's that leader that is really strong and says we're moving, did you actually see organizations move a lot faster if you see people kind of waffle anger. I'm not sure, you know, that's when you can see the slowness. Wow, What I will tell you is from the early days of starting this business in 2010 the individuals that always move fastest for the mission owners because the mission owners of whatever the business West at a governmental level or enterprise, they said, we need to keep our mission going. So that's the reason they wanted to walk through this transformation. >> And now, I think, with developers coming in and started to see these employees for these companies saying, No, no, what's the reason why we can't go fast? That's right now a groundswell of pressure you see in both government, public sector and commercial. >> And you saw Mark Allen today on stage talking about security. It iss literally day. Zero thing for us, and the reason a lot of our customers are meeting faster now is because of security. Cloud is more secure in their meeting to the cloud for security because they feel like they could both optimize, move faster for workloads, and now they have security. Better, faster, cheaper security, bad design, >> Theresa always pleasure thinking coming. Spending time. Thank >> you for coming to Barbara Ryan. Thank you. So >> we're going global with you guys is seeing the global expansion 20 to 22nd region. 69 availabilities owns nine more coming. More regions. More easy. You guys doing great. Congratulations. >> Thank you. >> Secure. We are here in Bahrain. Form or coverage. Global coverage of the cube with Reese Carlson, vice president of worldwide public sector. She's running the show doing a great job. We're here more after the stroke break. Stay with us.

>> Narrator: Live from San Francisco, it's the Cube. Covering Oracle OpenWorld 2016. Brought to you by Oracle. Now here's your hosts, John Furrier and Peter Burris. >> Hey welcome back everyone, we are here live at Oracle OpenWorld in San Francisco on the show floor. This is the Cube, SiliconANGLE's flagship program. We go out to the events and extract the entrepreneurs I'm John Furrier. Co-seated with me is going to be Peter Burris Head of Research for SiliconANGLE. Also the GM of Wikibon.com our research arm. Our next guest is Reggie Bradford who is a Senior Vice President of Product Development for Oracle Cloud. Reporting for Thomas Kurian who could not make the keynote last night but he did send in the tape during the Diane Bryant thing so that was really good. So hope everything is going well with his family. Welcome to the Cube. >> Thank you, glad to be here. >> Okay so you're a product guy which is great 'cause you're now on the product road map. You get to look at the holistic picture, not so much the go to market which Oracle has that separation. >> Yeah. >> The Cloud is really a conversion of Ironman when you think about it. The stack has to be set up in a way that enables innovation, at the same time preserves the value of what's moving to the Cloud or what get's started >> Yeah. >> in the Cloud. Cloud-Native. Take a minute to describe what Oracle's doing in this regard because you do have a huge install base. >> Yeah. >> And Larry pointed out in the earnings call, they're not yet moving all over yet so Microsoft started their progression. >> Yeah. >> You guys got a huge tsunami coming. >> Yeah. Well I think it's an evolution. It's not a revolution, first of all. So we have 420,000 customers worldwide as you mentioned of substantials installed base. As Larry has mentioned before with Thomas, we've been working on the Cloud applications for over 10 years. We started with a SaaS layer. Now the PaaS layer and the infrastructure layer. I think that if I was to use a sports analogy, we're in the first inning of a nine inning game so we're just getting started. >> First of all we love sports metaphors. I had it at top of the second but okay we'll give early innings. But Fusion ten years ago was kind of pre-cloud although Larry had the famous Churchill Club video I think about ten years ago with the Sun guy saying the Cloud is just a data center with an address that nobody knows. It's essentially that kind of concept. So I can see the progression of the ten year run but something happened four years ago. We could feel it when we were covering it, the show here. You saw Larry on stage almost knowing what's coming. They had not yet released the Fusion base. What's changed in your mind internally? And share with the folks, what's the internal pulse? 'Cause some say you're late to the game. Which you guys refute. You're in top of the second, how late can you be? But how much more work needs to get done? Can you share >> Yeah. >> the internal mojo, mindset, vibe and what work needs to get done? >> Well, I think let's start with it's a 135,000 person company. Not that there's corporate inertia but it's a very large company with a lot of customers that have an existing installed base. I think that we're I definitely don't think that we're late to the Cloud. I think if you look at the work loads that have been done to date. Something like six percent of workloads had been done in the Cloud. But I think that I can't speak for the past. I've been here for four years. My company was acquired. I agree with you. The energy and momentum, the acceleration, the sense of urgency is palpable. And it continues to accelerate. I think there's just this recognition that we feel like we've got a very strong position and a strong hand and we're going to play that. >> One of the things Larry mentioned on his keynote yesterday and which came up today is that Amazon is an environment where you can go to and you've got to do all this work. Oracle, you can just move stuff to Oracle, and it moves to the Cloud instantly. But it still brings up the integration game because it's still a lot more kind of point solutions out there. >> Yeah. >> You can call a startup doing something. >> Yeah. >> An ecosystem as a feature, not a company that would might want to plug into that so how do you bring friction-less integration with a suite mindset? Because essentially Oracle has that gravity. >> Yeah. >> But at the same time you don't want to get stuck in that as an Oracle only solution. >> Absolutely. >> How do you integrate well with others? >> Well first of all I'd say it starts with a mentality that when I was running my startup in 2011, if you think about just the marketing cloud alone, Scott Brinker has the landscape of startups in the Cloud. There was 100 I think back then and I think there's almost 4,000 now. Just in Marketing Cloud alone so the Cloud has opened up a huge era of new startups and innovation and credit card swiping and companies can get into that. That challenge for that is, as Larry said last night, nobody wants to integrate 50 different applications from 50 different companies. I think that we come in with this, we've got all the layers of the stack but we've also got to have a mindset and a mentality being able to be open to best and be -- to bring in end solutions from startups via APIs and making it easy for them to work with us and want to partner with us. I think that's the future for Oracle. >> Do you see Oracle inside or do you see Oracle facilitating other brands? So is it more, going back to what John's point was, is it customary to sit down with an Oracle screen and access stuff? Or is a customer going to sit down with an Oracle framework and know what they're accessing through the partners? >> Well I think it depends on the product and the customer. I'd say we're going to be both. I mean I think we've got the breadth and depth and capability to be it an inside platform type approach or infrastructure but also if you look at an HCM or ERP or Marketing Cloud, we're going to be on the front end. >> Do you anticipate that you're going to go more horizontal as opposed to vertical? So you're going to go from the one infrastructure to the horizontal and then let other folks verticalize? Is that kind of how the thinking is? >> I don't know that we see necessarily a distinction at this point. We obviously have a big industry. You guys have probably talked to them before. Go to Market Group, our entire business unit, but I think we're going to continue to take the market, what the market gives us, and continue to push out our solutions. >> So Reggie, I've talked to a lot of your customers all the time on the Cube and channel partners at Oracle and one of the things that keeps on coming up is that the swim lanes of the database is a big part of the business and you start to see now with the Cloud being more of an integrated IaaS, PaaS and SaaS, the role of database is certainly changing. But it still makes up a big bulk of the business, however you kind of consolidate the numbers. However they fall, the database is 70% roughly the business. My opinion. My analysis. Okay so I wrote a tweet last night, kind of being snarky, but kind of on the whole Tom Brady thing, bringing up sports a analogy. "Free Tom Brady," I said, "Free Database." (laughing) Meaning that one of the thesis that the Wikibon research have come up with is that with free data, you have more data exposed for potential use and by having locked in data, you can still manage the systems of record and then start getting at a whole new set of engagement data that could then spawn another set of innovation on top of it. This is clearly where the market's going in memory and whatnot. So question: What's going on with the database? How do you talk the customers into saying okay the database is going to be fine, use some other databases, they'll still work with Oracle. How do you have that conversation? Are you breaking down that swim lane, broadening the swim lane for the database team? >> Yeah I think from a business model standpoint, to use your Tom Brady analogy tweet. >> The database is suspended for four games? (laughing) >> I don't want to make any declarations on the future business models but I think the fundamental underpinnings of a lot of these new capabilities that are enabled with data, whether it's AI, machine learning, internet of things, I think that those are going to be best leveraged when you've got the broadest and deepest swath of internal and external third party data. And we feel like we've been in that business from day one forty years ago and now we have the broadest suite or capability and data and integrating that data and making it easy to consume and use. >> It just seems that the old move that Oracle made, which I thought was brilliant, the database business, and web logic was a nice sticky component of that, allowed the extensibility. So we're seeing that same dynamic in the Cloud where we want some reliability, we want some high quality. As Larry said yesterday, it's hard to do what you do, I get that. But at the same time there's a growth opportunity, an innovation strategy for Oracle and your partners. Developing an ecosystem or potentially a channel partner. >> Yeah. >> We need to see that thing so do you guys talk about that in the product group and what specifically does that translate to in terms of new features, new focus? >> Yeah we've got a very robust data cloud strategy which is leading in the internal and external third party. Marrying those data sets together and integrating those into our product suite on the applications side. Specifically around the database, opening that up to third parties and how that evolves, I think there's going to be more to come on that. >> What's the biggest thing that people are missing when they try to understand and squint through the Oracle breadth of massive size? When you look at the Cloud strategy, the numbers aren't really killing it. It's four billionth for Oracle. I mean it's still small relative to the big piece of the pie with a lot more growth to go. If that should be comforting to Wall Street at least but from a market perspective, what does the Cloud mean? I mean how do you have that conversation? >> I think that what's missing is that if this was a stand alone company it would be an incredibly viable IPO-able company with a growth rate faster than anybody would scale on the Cloud. Growing double the growth rate. I think another unknown is that we sell a lot of product to companies under 500 million in revenue. 75% of the user base, of the customer base, is under 500 million in revenue so we call that small to mid-size business so everybody thinks Oracle is only an enterprise class company. We are enterprise class but we also scale down and I think that's part of the announcement you've seen today. >> And the new net, new customers are higher than they were. >> Exactly. >> And the growth thing I'm like, okay you know 77% from where you were, I doubled my market share from one to two percent. I mean, percentage is a good benchmark, I get that, but at the end of the day the numbers are the numbers so Cloud-Native is attractive But it's hard. We were talking about it in our intro. It's hard for companies to get there. >> Yeah. >> They have their own inertia. So we're really trying to understand, what's the path for the customer? When you talk to a customer, and think about the customer from a product that you just roll out products, they want that bridge. Is that the past layer? How do you guys -- >> Well we try not to define it. I think it can be challenging because we do have so much product. >> Yeah. >> And we cover so much ground but that's what makes us so successful and that's why companies rely on us. I think the good new is, we have the most flexible platform. If you want to move some of your workloads, you want to move some of your applications to the Cloud, you want to do a hybrid, you want to transition over time, we've said a 100% of our customers are going to move to the Cloud and a 100% of our applications are going to run in the Cloud. But we haven't set a time table on that. >> I want to spend the rest of the time of the segment, to talk about your entrepreneurial background. You sold the company to Oracle four years ago, so you've been in the system for four years but prior to that, you had to be nimble and you also did some acquisitions. I don't know if they were hires but ultimately you're putting together a lot of stuff. So dealing with different product road maps. So two questions: One is how does that go on today? Is there any agile to that in terms of doing that? Is it hard? Is it easier today than it was before? And two: For startups out there, there are a lot of startups that aren't going to make it. They're not going to be the unicorn. They're not going to be that big company but they might be a nice 10 million dollar business. But it's looking for an ecosystem. >> Yeah. So the second part, which I'm going to take first is I'm a startup, I'm not going to make it to the IPO. Maybe it's a lifestyle business, cash small business whatever the word, I need a home. I need an ecosystem. It would appear that you guys would be a good fit for those kinds of companies. Can you share your thoughts on what those entrepreneurs should be thinking? Actions they can take? >> Yeah I mean I think first of all this is Reggie speaking and not Oracle but as a startup, find a big addressable market opportunity that nobody has. I know it's easier said than done. Surround yourself with great people and focus. I think the biggest challenge that startups face is they try to do too many things or be all things to all people. If you can find that niche, yes you know I've been part of -- We've acquired, personally speaking we've acquired many, many, many companies that fill a particular niche. It's easier for us to acquire and to integrate than it is for us to go build it ourselves. I think that's the mantra. >> So the first part of the question, now that you have that entrepreneurs, how's that translate inside Oracle? Because if you think about it, Oracle also does a lot of M&A. A lot of organic growth as well with R&D but you have to kind of pull those together. Does the data cloud, is there new fabric that gets developed so it's not like -- You know some startups go, you be by yourself for a little while and then some get integrated in quickly. Is there a way for an environment to be agile in the sense that you can just plug these new opportunities in. >> Well I would say again having gone through three acquisitions, and this is the God's honest truth, Oracle knows how to acquire companies better than -- certainly it's been the best experience that I've had over the other two. We can always improve. You know a lot of times you read about or follow the big tape deals. You know the NetSuites of the world and that but there's a lot of smaller companies that get acquired and I think that there's a very solid methodology and approach that we take that enables us to capture the value of these startups and make them feel like they're part of a broader company. More than half of the employees at Oracle have come through acquisitions. >> Yeah. Reggie, final question for the folks watching. What's the one thing they may not know about the Oracle Cloud that they should know about? >> Again, what I think that they probably don't know is we are working with companies that have as few as one or two employees that are using our cloud right now. So we're not just a company that's only available to enterprise. We are contemporizing our offering for companies of all sizes that want to deliver better quality and to lower cost. >> Cloud for all. >> Cloud for all. Exactly. (laughing) Democratizing the Cloud. (laughing) >> I wish we had more time. I'd love to dig into the developer conversation. How you guys were with developers. Any quick comment on the developer angle? >> We've always >> You own Java so it's like-- >> Yeah, we've always sought developers and I think if anything, you're going to see us push further towards that community. It's so vital and important for us to develop new products to integrate and create more capability. >> Looking forward to following up on that. Thanks for coming in and sharing your insight inside the Cube. Really appreciate it. >> Thanks for having me. >> Reggie Bradford here inside the Cube at Oracle OpenWorld live in San Francisco. More coverage. Three days of wall to wall live coverage. 35 segments. I just saw CNBC packing it up. They only had a few interviews and they go. So it looks like we won first round. Day one of the bake off between Bloomberg and CNBC. You're watching the Cube. Be right back with more after this short break. (upbeat electronic music) >> I remember