>> Narrator: From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world. This is a CUBE conversation. >> As you know by now, Jeff Bezos, CEO of Amazon, is stepping aside from his CEO role and AWS CEO, Andy Jassy, is being promoted to head all of Amazon. Bezos, of course, is going to remain executive chairman. Now, 15 years ago, next month, Amazon launched it's simple storage service, which was the first modern cloud offering. And the man who wrote the business plan for AWS, was Andy Jassy, and he's navigated the meteoric rise and disruption that has seen AWS grow into a $45 billion company that draws off the vast majority of Amazon's operating profits. No one in the media has covered Jassy more intimately and closely than John Furrier, the founder of SiliconANGLE. And John joins us today to help us understand on theCUBE this move and what we can expect from Jassy in his new role, and importantly what it means for AWS. John, thanks for taking the time to speak with us. >> Hey, great day. Great to see you as always, we've done a lot of interviews together over the years and we're on our 11th year with theCUBE and SiliconANGLE. But I got to be excited too, that we're simulcasters on Clubhouse, which is kind of cool. Love Clubhouse but not since the, in December. It's awesome. It's like Cube radio. It's like, so this is a Cube talk. So we opened up a Clubhouse room while we're filming this. We'll do more live hits in studio and syndicate the Clubhouse and then take questions after. This is a huge digital transformation moment. I'm part of the digital transformation club on Clubhouse which has almost 5,000 followers at the moment and also has like 500 members. So if you're not on Clubhouse, yet, if you have an iPhone go check it out and join the digital transformation club. Android users you'll have to wait until that app is done but it's really a great club. And Jeremiah Owyang is also doing a lot of stuff on digital transformation. >> Or you can just buy an iPhone and get in. >> Yeah, that's what people are doing. I can see all the influences are on there but to me, the digital transformation, it's always been kind of a cliche, the consumerization of IT, information technology. This has been the boring world of the enterprise over the past, 20 years ago. Enterprise right now is super hot because there's no distinction between enterprise and society. And that's clearly the, because of the rise of cloud computing and the rise of Amazon Web Services which was a side project at AWS, at Amazon that Andy Jassy did. And it wasn't really pleasant at the beginning. It was failed. It failed a lot and it wasn't as successful as people thought in the early days. And I have a lot of stories with Andy that he told me a lot of the inside baseball and we'll share that here today. But we started covering Amazon since the beginning. I was as an entrepreneur. I used it when it came out and a huge fan of them as a company because they just got a superior product and they have always had been but it was very misunderstood from the beginning. And now everyone's calling it the most important thing. And Andy now is becoming Andy Jassy, the most important executive in the world. >> So let's get it to the, I mean, look at, you said to me over holidays, you thought this might have something like this could happen. And you said, Jassy is probably in line to get this. So, tell us, what can you tell us about Jassy? Why is he qualified for this job? What do you think he brings to the table? >> Well, the thing that I know about Amazon everyone's been following the Amazon news is, Jeff Bezos has a lot of personal turmoil. They had his marriage fail. They had some issues with the smear campaigns and all this stuff going on, the run-ins with Donald Trump, he bought the Washington post. He's got a lot of other endeavors outside of Amazon cause he's the second richest man in the world competing with Elon Musk at Space X versus Blue Origin. So the guy's a billionaire. So Amazon is his baby and he's been running it as best he could. He's got an executive team committee they called the S team. He's been grooming people in the company and that's just been his mode. And the rise of AWS and the business performance that we've been documenting on SiliconANGLE and theCUBE, it's just been absolutely changing the game on Amazon as a company. So clearly Amazon Web Services become a driving force of the new Amazon that's emerging. And obviously they've got all their retail business and they got the gaming challenges and they got the studios and the other diversified stuff. So Jassy is just, he's just one of those guys. He's just been an Amazonian from day one. He came out of Harvard business school, drove across the country, very similar story to Jeff Bezos. He did that in 1997 and him and Jeff had been collaborating and Jeff tapped him to be his shadow, they call it, which is basically technical assistance and an heir apparent and groomed him. And then that's how it is. Jassy is not a climber as they call it in corporate America. He's not a person who is looking for a political gain. He's not a territory taker, but he's a micromanager. He loves details and he likes to create customer value. And that's his focus. So he's not a grandstander. In fact, he's been very low profile. Early days when we started meeting with him, he wouldn't meet with press regularly because they weren't writing the right stories. And everyone is, he didn't know he was misunderstood. So that's classic Amazon. >> So, he gave us the time, I think it was 2014 or 15 and he told us a story back then, John, you might want to share it as to how AWS got started. Why, what was the main spring Amazon's tech wasn't working that great? And Bezos said to Jassy, going to go figure out why and maybe explain how AWS was born. >> Yeah, we had, in fact, we were the first ones to get access to do his first public profile. If you go to the Google and search Andy Jassy, the trillion dollar baby, we had a post, we put out the story of AWS, Andy Jassy's trillion dollar baby. This was in early, this was January 2015, six years ago. And, we back then, we posited that this would be a trillion dollar total addressable market. Okay, people thought we were crazy but we wrote a story and he gave us a very intimate access. We did a full drill down on him and the person, the story of Amazon and that laid out essentially the beginning of the rise of AWS and Andy Jassy. So that's a good story to check out but really the key here is, is that he's always been relentless and competitive on creating value in what they call raising the bar outside Amazon. That's a term that they use. They also have another leadership principle called working backwards, which is like, go to the customer and work backwards from the customer in a very Steve Job's kind of way. And that's been kind of Jobs mentality as well at Apple that made them successful work backwards from the customer and make things easier. And that was Apple. Amazon, their philosophy was work backwards from the customer and Jassy specifically would say it many times and eliminate the undifferentiated heavy lifting. That was a key principle of what they were doing. So that was a key thesis of their entire business model. And that's the Amazonian way. Faster, cheaper, ship it faster, make it less expensive and higher value. While when you apply the Amazon shipping concept to cloud computing, it was completely disrupted. They were shipping code and services faster and that became their innovation strategy. More announcements every year, they out announced their competition by huge margin. They introduced new services faster and they're less expensive some say, but in the aggregate, they make more money but that's kind of a key thing. >> Well, when you, I was been listening to the TV today and there was a debate on whether or not, this support tends that they'll actually split the company into two. To me, I think it's just the opposite. I think it's less likely. I mean, if you think about Amazon getting into grocery or healthcare, eventually financial services or other industries and the IOT opportunity to me, what they do, John, is they bring in together the cloud, data and AI and they go attack these new industries. I would think Jassy of all people would want to keep this thing together now whether or not the government allows them to do that. But what are your thoughts? I mean, you've asked Andy this before in your personal interviews about splitting the company. What are your thoughts? >> Well, Jon Fortt at CNBC always asked the same question every year. It's almost like the standard question. I kind of laugh and I ask it now too because I liked Jon Fortt. I think he's an awesome dude. And I'll, it's just a tongue in cheek, Jassy. He won't answer the question. Amazon, Bezos and Jassy have one thing in common. They're really good at not answering questions. So if you ask the same question. They'll just say, nothing's ever, never say never, that's his classic answer to everything. Never say never. And he's always said that to you. (chuckles) Some say, he's, flip-flopped on things but he's really customer driven. For example, he said at one point, no one should ever build a data center. Okay, that was a principle. And then they come out and they have now a hybrid strategy. And I called them out on that and said, hey, what, are you flip-flopping? You said at some point, no one should have a data center. He's like, well, we looked at it differently and what we meant was is that, it should all be cloud native. Okay. So that's kind of revision, but he's cool with that. He says, hey, we'll revise based on what customers are doing. VMware working with Amazon that no one ever thought that would happen. Okay. So, VMware has some techies, Raghu, for instance, over there, super top notch. He worked with Jassy, directly in his team Sanjay Poonen when they went to business school together, they cut a deal. And now Amazon essentially saved VMware, in my opinion. And Pat Gelsinger drove that deal. Now, Pat Gelsinger, CEO, Intel, and Pat told me that directly in candid conversation off theCUBE, he said, hey, we have to make a decision either we're going to be in cloud or we're not going to be in cloud, we will partner. And I'll see, he was Intel. He understood the Intel inside mentality. So that's good for VMware. So Jassy does these kinds of deals. He's not afraid he's got a good stomach for business and a relentless competitor. >> So, how do you think as you mentioned Jassy is a micromanager. He gets deep into the technology. Anybody who's seen his two hour, three hour keynotes. No, he has a really fine grasp of the technology across the entire stack. How do you think John, he will approach things like antitrust, the big tech lash of the unionization of the workforce at Amazon? How do you think Jassy will approach that? >> Well, I think one of the things that emerges Jassy, first of all, he's a huge sports fan. And many people don't know that but he's also progressive person. He's very progressive politically. He's been on the record and off the record saying things like, obviously, literacy has been big on, he's been on basically unrepresented minorities, pushing for that, and certainly cloud computing in tech, women in tech, he's been a big proponent. He's been a big supporter of Teresa Carlson. Who's been rising star at Amazon. People don't know who Teresa Carlson is and they should check out her. She's become one of the biggest leaders inside Amazon she's turned around public sector from the beginning. She ran that business, she's a global star. He's been a great leader and he's been getting, forget he's a micromanager, he's on top of the details. I mean, the word is, and nothing gets approved without Andy, Andy seeing it. But he's been progressive. He's been an Amazon original as they call it internally. He's progressive, he's got the business acumen but he's perfect for this pragmatic conversation that needs to happen. And again, because he's so technically strong having a CEO that's that proficient is going to give Amazon an advantage when they have to go in and change how DC works, for instance, or how the government geopolitical landscape works, because Amazon is now a global company with regions all over the place. So, I think he's pragmatic, he's open to listening and changing. I think that's a huge quality >> Well, when you think of this, just to set the context here for those who may not know, I mean, Amazon started as I said back in 2006 in March with simple storage service that later that year they announced EC2 which is their compute platform. And that was the majority of their business, is still a very large portion of their business but Amazon, our estimates are that in 2020, Amazon did 45 billion, 45.4 billion in revenue. That's actually an Amazon reported number. And just to give you a context, Azure about 26 billion GCP, Google about 6 billion. So you're talking about an industry that Amazon created. That's now $78 billion and Amazon at 45 billion. John they're growing at 30% annually. So it's just a massive growth engine. And then another story Jassy told us, is they, he and Jeff and the team talked early on about whether or not they should just sort of do an experiment, do a little POC, dip their toe in and they decided to go for it. Let's go big or go home as Michael Dell has said to us many times, I mean, pretty astounding. >> Yeah. One of the things about Jassy that people should know about, I think there's some compelling relative to the newest ascension to the CEO of Amazon, is that he's not afraid to do new things. For instance, I'll give you an example. The Amazon Web Services re-invent their annual conference grew to being thousands and thousands of people. And they would have a traditional after party. They called a replay, they'd have a band like every tech conference and their conference became so big that essentially, it was like setting up a live concert. So they were spending millions of dollars to set up basically a one night concert and they'd bring in great, great artists. So he said, hey, what's been all this cash? Why don't we just have a festival? So they did a thing called Intersect. They got LA involved from creatives and they basically built a weekend festival in the back end of re-invent. This was when real life was, before COVID and they turned into an opportunity because that's the way they think. They like to look at the resources, hey, we're already all in on this, why don't we just keep it for the weekend and charge some tickets and have a good time. He's not afraid to take chances on the product side. He'll go in and take a chance on a new market. That comes from directly from Bezos. They try stuff. They don't mind failing but they put a tight leash on measurement. They work backwards from the customer and they are not afraid to take chances. So, that's going to board well for him as he tries to figure out how Amazon navigates the contention on the political side when they get challenged for their dominance. And I think he's going to have to apply that pragmatic experimentation to new business models. >> So John I want you to take on AWS. I mean, despite the large numbers, I talked about 30% growth, Azure is growing at over 50% a year, GCP at 83%. So despite the large numbers and big growth the growth rates are slowing. Everybody knows that, we've reported it extensively. So the incoming CEO of Amazon Web Services has a TAM expansion challenge. And at some point they've got to decide, okay, how do we keep this growth engine? So, do you have any thoughts as to who might be the next CEO and what are some of their challenges as you see it? >> Well, Amazon is a real product centric company. So it's going to be very interesting to see who they go with here. Obviously they've been grooming a lot of people. There's been some turnover. You had some really strong executives recently leave, Jeff Wilkes, who was the CEO of the retail business. He retired a couple of months ago, formerly announced I think recently, he was probably in line. You had Mike Clayville, is now the chief revenue officer of Stripe. He ran all commercial business, Teresa Carlson stepped up to his role as well as running public sector. Again, she got more power. You have Matt Garman who ran the EC2 business, Stanford grad, great guy, super strong on the product side. He's now running all commercial sales and marketing. And he's also on the, was on Bezos' S team, that's the executive kind of team. Peter DeSantis is also on that S team. He runs all infrastructure. He took over for James Hamilton, who was the genius behind all the data center work that they've done and all the chip design stuff that they've innovated on. So there's so much technical innovation going on. I think you still going to see a leadership probably come from, I would say Matt Garman, in my opinion is the lead dog at this point, he's the lead horse. You could have an outside person come in depending upon how, who might be available. And that would probably come from an Andy Jassy network because he's a real fierce competitor but he's also a loyalist and he likes trust. So if someone comes in from the outside, it's going to be someone maybe he trusts. And then the other wildcards are like Teresa Carlson. Like I said, she is a great woman in tech who's done amazing work. I've profiled her many times. We've interviewed her many times. She took that public sector business with Amazon and changed the game completely. Outside the Jedi contract, she was in competitive for, had the big Trump showdown with the Jedi, with the department of defense. Had the CIA cloud. Amazon set the standard on public sector and that's directly the result of Teresa Carlson. But she's in the field, she's not a product person, she's kind of running that group. So Amazon has that product field kind of structure. So we'll see how they handle that. But those are the top three I think are going to be in line. >> So the obvious question that people always ask and it is a big change like this is, okay, in this case, what is Jassy going to bring in? And what's going to change? Maybe the flip side question is somewhat more interesting. What's not going to change in your view? Jassy has been there since nearly the beginning. What are some of the fundamental tenets that he's, that are fossilized, that won't change, do you think? >> I think he's, I think what's not going to change is Amazon, is going to continue to grow and develop their platform business and enable more SaaS players. That's a little bit different than what Microsoft's doing. They're more SaaS oriented, Office 365 is becoming their biggest application in terms of revenue on Microsoft side. So Amazon is going to still have to compete and enable more ecosystem partners. I think what's not going to change is that Bezos is still going to be in charge because executive chairman is just a code word for "not an active CEO." So in the corporate governance world when you have an executive chairman, that's essentially the person still in charge. And so he'll be in charge, will still be the boss of Andy Jassy and Jassy will be running all of Amazon. So I think that's going to be a little bit the same, but Jassy is going to be more in charge. I think you'll see a team change over, whether you're going to see some new management come in, Andy's management team will expand, I think Amazon will stay the same, Amazon Web Services. >> So John, last night, I was just making some notes about notable transitions in the history of the tech business, Gerstner to Palmisano, Gates to Ballmer, and then Ballmer to Nadella. One that you were close to, David Packard to John Young and then John Young to Lew Platt at the old company. Ellison to Safra and Mark, Jobs to Cook. We talked about Larry Page to Sundar Pichai. So how do you see this? And you've talked to, I remember when you interviewed John Chambers, he said, there is no rite of passage, East coast mini-computer companies, Edson de Castro, Ken Olsen, An Wang. These were executives who wouldn't let go. So it's of interesting to juxtapose that with the modern day executive. How do you see this fitting in to some of those epic transitions that I just mentioned? >> I think a lot of people are surprised at Jeff Bezos', even stepping down. I think he's just been such the face of Amazon. I think some of the poll numbers that people are doing on Twitter, people don't think it's going to make a big difference because he's kind of been that, leader hand on the wheel, but it's been its own ship now, kind of. And so depending on who's at the helm, it will be different. I think the Amazon choice of Andy wasn't obvious. And I think a lot of people were asking the question who was Andy Jassy and that's why we're doing this. And we're going to be doing more features on the Andy Jassy. We got a tons, tons of content that we've we've had shipped, original content with them. We'll share more of those key soundbites and who he is. I think a lot of people scratching their head like, why Andy Jassy? It's not obvious to the outsiders who don't know cloud computing. If you're in the competing business, in the digital transformation side, everyone knows about Amazon Web Services. Has been the most successful company, in my opinion, since I could remember at many levels just the way they've completely dominated the business and how they change others to be dominant. So, I mean, they've made Microsoft change, it made Google change and even then he's a leader that accepts conversations. Other companies, their CEOs hide behind their PR wall and they don't talk to people. They won't come on Clubhouse. They won't talk to the press. They hide behind their PR and they feed them, the media. Jassy is not afraid to talk to reporters. He's not afraid to talk to people, but he doesn't like people who don't know what they're talking about. So he doesn't suffer fools. So, you got to have your shit together to talk to Jassy. That's really the way it is. And that's, and he'll give you mind share, like he'll answer any question except for the ones that are too tough for him to answer. Like, are you, is facial recognition bad or good? Are you going to spin out AWS? I mean these are the hard questions and he's got a great team. He's got Jay Carney, former Obama press secretary working for him. He's been a great leader. So I'm really bullish on, is a good choice. >> We're going to jump into the Clubhouse here and open it up shortly. John, the last question for you is competition. Amazon as a company and even Jassy specifically I always talk about how they don't really focus on the competition, they focus on the customer but we know that just observing these folks Bezos is very competitive individual. Jassy, I mean, you know him better than I, very competitive individual. So, and he's, Jassy has been known to call out Oracle. Of course it was in response to Larry Ellison's jabs at Amazon regarding database. But, but how do you see that? Do you see that changing at all? I mean, will Amazon get more publicly competitive or they stick to their knitting, you think? >> You know this is going to sound kind of a weird analogy. And I know there's a lot of hero worshiping on Elon Musk but Elon Musk and Andy Jassy have a lot of similarities in the sense of their brilliance. They got both a brilliant people, different kinds of backgrounds. Obviously, they're running different things. They both are builders, right? If you were listening to Elon Musk on Clubhouse the other night, what was really striking was not only the magic of how it was all orchestrated and what he did and how he interviewed Robin Hood. He basically is about building stuff. And he was asked questions like, what advice do you give startups? He's like, if you need advice you shouldn't be doing startups. That's the kind of mentality that Jassy has, which is, it's not easy. It's not for the faint of heart, but Elon Musk is a builder. Jassy builds, he likes to build stuff, right? And so you look at all the things that he's done with AWS, it's been about enabling people to be successful with the tools that they need, adding more services, creating things that are lower price point. If you're an entrepreneur and you're over the age of 30, you know about AWS because you know what, it's cheaper to start a business on Amazon Web Services than buying servers and everyone knows that. If you're under the age of 25, you might not know 50 grand to a hundred thousand just to start something. Today you get your credit card down, you're up and running and you can get Clubhouses up and running all day long. So the next Clubhouse will be on Amazon or a cloud technology. And that's because of Andy Jassy right? So this is a significant executive and he continue, will bring that mindset of building. So, I think the digital transformation, we're in the digital engine club, we're going to see a complete revolution of a new generation. And I think having a new leader like Andy Jassy will enable in my opinion next generation talent, whether that's media and technology convergence, media technology and art convergence and the fact that he digs music, he digs sports, he digs tech, he digs media, it's going to be very interesting to see, I think he's well-poised to be, and he's soft-spoken, he doesn't want the glamorous press. He doesn't want the puff pieces. He just wants to do what he does and he puts his game do the talking. >> Talking about advice at startups. Just a quick aside. I remember, John, you and I when we were interviewing Scott McNealy former CEO of Sun Microsystems. And you asked him advice for startups. He said, move out of California. It's kind of tongue in cheek. I heard this morning that there's a proposal to tax the multi-billionaires of 1% annually not just the one-time tax. And so Jeff Bezos of course, has a ranch in Texas, no tax there, but places all over. >> You see I don't know. >> But I don't see Amazon leaving Seattle anytime soon, nor Jassy. >> Jeremiah Owyang did a Clubhouse on California. And the basic sentiment is that, it's California is not going away. I mean, come on. People got to just get real. I think it's a fad. Yeah. This has benefits with remote working, no doubt, but people will stay here in California, the network affects beautiful. I think Silicon Valley is going to continue to be relevant. It's just going to syndicate differently. And I think other hubs like Seattle and around the world will be integrated through remote work and I think it's going to be much more of a democratizing effect, not a win lose. So that to me is a huge shift. And look at Amazon, look at Amazon and Microsoft. It's the cloud cities, so people call Seattle. You've got Google down here and they're making waves but still, all good stuff. >> Well John, thanks so much. Let's let's wrap and let's jump into the Clubhouse and hear from others. Thanks so much for coming on, back on theCUBE. And many times we, you and I've done this really. It was a pleasure having you. Thanks for your perspectives. And thank you for watching everybody, this is Dave Vellante for theCUBE. We'll see you next time. (soft ambient music)

>>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 Live coverage of AWS reinvent 2020. It's virtual this year. We're not in person because of the pandemic. We're doing the remote Cube Cube Virtual were the Cube virtual. I'm your host, John for here with Andy Jassy, the CEO of Amazon Web services, in for his annual at the end of the show comes on the Cube. This year, it's virtual Andy. Good to see you remotely in Seattle or in Palo Alto. Uh, Dave couldn't make it in a personal conflict, but he says, Hello, great to see you. >>Great to see you as well, John. It's an annual tradition. On the last day of reinvent. I wish we were doing it in person, but I'm glad at least were able to do it. Virtually >>the good news is, I know you could arrested last night normally at reinvent you just like we're all both losing our voice at the end of the show. At least me more than you, your and we're just at the end of like okay, Relief. It happens here. It's different. It's been three weeks has been virtual. Um, you guys had a unique format this year went much better than I expected. It would go on because I was pretty skeptical about these long, um, multiple days or weeks events. You guys did a good job of timing it out and creating these activations and with key news, starting with your keynote on December 1st. Now, at the end of the three weeks, um, tell me, are you surprised by the results? Can you give us, Ah, a feeling for how you think everything went? What's what's your take So far as we close out reinvented >>Well, I think it's going really well. I mean, we always gnome or a Z get past, reinvent and you start, you know, collecting all the feedback. But we've been watching all the metrics and you know, there's trade offs. Of course, now I think all of us giving our druthers would be together in Las Vegas, and I think it's hard to replace that feeling of being with people and the excitement of learning about things together and and making decisions together after you see different sessions that you're gonna make big changes in your company and for your customer experience. And yeah, and there's a community peace. And there's, you know, this from being there. There's a concert. The answer. I think people like being with one another. But, you know, I think this was the best that any of us could imagine doing doing a virtual event. And we had to really reinvent, reinvent and all the pieces to it. And now I think that some of the positive trade offs are they. You get a lot mawr engagement than you would normally get in person So normally. Last year, with about 65,000 people in Las Vegas this year, we had 530,000 people registered to reinvent and over 300,000 participate in some fashion. All the sessions had a lot more people who are participating just because you remove the constraints of of travel in costs, and so there are trade offs. I think we prefer being together, but I think it's been a really good community event, um, in learning event for for our customers, and we've been really pleased with it so >>far. No doubt I would totally agree with you. I think a lot of people like, Hey, I love to walk the floor and discover Harry and Sarah Davis moments of finding an exhibit her and the exhibit hall or or attending a session or going to a party, bumping into friends and seeing making new friends. But I think one of the things I want to get your reaction to it. So I think this is comes up. And, you know, we've been doing a lot of Q virtual for the past year, and and everyone pretty much agrees that when we go back, it's gonna be a hybrid world in the sense of events as well as cloud. You know that. But you know, I think one of the things that I noticed this year with reinvent is it almost was a democratization of reinvent. So you really had to reinvent the format. You had 300,000 plus people attend 500 pending email addresses, but now you've got a different kind of beehive community. So you're a bar raiser thinker. It's with the culture of Amazon. So I gotta ask you do the economics does this new kind of extra epiphany impact you and how you raise the bar to keep the best of the face to face when it comes back. And then if you keep the virtual any thoughts on how to leverage this and kind of get more open, it was free. You guys made it free this year and people did show up. >>Yeah, it's a really good question, and it's probably a question will be better equipped to answer in a month or two after we kind of debrief we always do after reading that we spend. Actually, I really enjoy the meeting because the team, the Collective A. W s team, works so hard in this event. There's so many months across everything. All the product teams, um, you know, all the marketing folks, all the event folks, and I think they do a terrific job with it. And we we do about 2.5 3 hour debrief on everything we did, things that we thought was really well the things that we thought we could do better and all the feedback we get from our community and so I wouldn't be surprised if we didn't find things from what we tried this year that we incorporate into what we do when we're back to being a person again. You know, of course, none of us really know when we'll be back in person again. Re event happens to fall on the time of the year, which is early December. And so you with with a lot of people seemingly able to get vaccinated, probably by you know, they'd spring early summer. You could kind of imagine that we might be able to reinvent in person next year. We'll have to see e think we all hope we will. But I'm sure there are a number of pieces that we will take from this and incorporate into what we do in person. And you know, then it's just a matter of how far you go. >>Fingers crossed and you know it's a hybrid world for the Cube two and reinvent and clouds. Let's get into the announcement. I want to get your your take as you look back now. I mean, how many announcements is you guys have me and a lot of announcements this year. Which ones did you like? Which one did you think were jumping off the page, which ones resonated the most or had impact. Can you share kind of just some stats on e mean how many announcements launches you did this >>year? But we had about 100 50 different new services and features that we announced over the last three weeks and reinvent And there, you know the question you're asking. I could easily spend another three hours like my Kino. You know, answering you all the ones that I like thought were important. You know, I think that, you know, some of the ones I think that really stood out for people. I think first on the compute side, I just think the, um the excitement around what we're doing with chips, um, is very clear. I think what we've done with gravitas to our generalized compute to give people 40% better price performance and they could find in the latest generation X 86 processors is just It's a huge deal. If you could save 40% price performance on computer, you get a lot more done for less on. Then you know some of the chip work we're doing in machine learning with inferential on the inference chips that we built And then what? We announced the trainee, um, on the machine learning training ship. People are very excited about the chip announcements. I think also, people on the container side is people are moving to smaller and smaller units of compute. I think people were very taken with the notion of E. K s and D. C s anywhere so they can run whatever container orchestration framework they're running in A. W s also on premises. To make it easier, Thio manage their deployments and containers. I think data stores was another space where I think people realize how much more data they're dealing with today. And we gave a couple statistics and the keynote that I think are kind of astonishing that, you know, every every hour today, people are creating mawr content that there was in an entire year, 20 years ago or the people expect more data to be created. The next three years in the prior 30 years combined these air astonishing numbers and it requires a brand new reinvention of data stores. And so I think people are very excited about Block Express, which is the first sand in the cloud and there really excited about Aurora in general, but then Aurora surveillance V two that allow you to scale up to hundreds of thousands of transactions per second and saved about 90% of supervision or people very excited about that. I think machine learning. You know, uh, Sage Maker has just been a game changer and the ease with which everyday developers and data scientists can build, train, tune into play machine learning models. And so we just keep knocking out things that are hard for people. Last year we launched the first i D for Machine Learning, the stage maker studio. This year, if you look at things that we announced, like Data Wrangler, which changes you know the process of Data Prep, which is one of the most time consuming pieces in machine learning or our feature store or the first see, I see deeper machine learning with pipelines or clarify, which allow you to have explain ability in your models. Those are big deals to people who are trying to build machine learning models, and you know that I'd say probably the last thing that we hear over and over again is really just the excitement around Connect, which is our call center service, which is just growing unbelievably fast and just, you know, the the fact that it's so easy to get started and so easy to scale so much more cost effective with, you know, built from the ground up on the cloud and with machine learning and ai embedded. And then adding some of the capabilities to give agents the right information, the right time about customers and products and real time capabilities for supervisors. Throw when calls were kind of going off the rails and to be ableto thio, stop the the contact before it becomes something, it hurts. The brand is there. Those are all big deals that people have been excited about. >>I think the connecting as I want to just jump on that for a second because I think when we first met many, many years ago, star eighth reinvent. You know the trends are always the same. You guys do a great job. Slew of announcements. You keep raising the bar. But one of the things that you mentioned to me when we talked about the origination of a W S was you were doing some stuff for Amazon proper, and you had a, you know, bootstrap team and you're solving your own problems, getting some scar tissue, the affiliate thing, all these examples. The trend is you guys tend to do stuff for yourself and then re factor it into potentially opportunities for your customers. And you're working backwards. All that good stuff. We'll get into that next section. But this year, more than ever, I think with the pandemic connect, you got chime, you got workspaces. This acceleration of you guys being pretty nimble on exposing these services. I mean, connect was a call center. It's an internal thing that you guys had been using. You re factored that for customer consumption. You see that kind of china? But you're not competing with Zoom. You're offering a service toe bundle in. Is this mawr relevant? Now, as you guys get bigger with more of these services because you're still big now you're still serving yourself. What? That seems to be a big trend now, coming out of the pandemic. Can you comment on um, >>yeah, It's a good question, John. And you know we do. We do a bunch of both. Frankly, you know, there there's some services where our customers. We're trying to solve certain problems and they tell us about those problems and then we build new services for him. So you know a good example that was red shift, which is our data warehouse and service, you know, two or three very large customers of ours. When we went to spend time with them and asked them what we could do to help them further, they just said, I wish I had a data warehousing service for the cloud that was built in the AWS style way. Um and they were really fed up with what they were using. Same thing was true with relation databases where people were just fed up with the old guard commercial, great commercial, great databases of Oracle and Sequel Server. And they hated the pricing and the proprietary nature of them and the punitive licensing. And they they wanted to move to these open engines like my sequel and post dress. But to get the same performance is the commercial great databases hard? So we solve that problem with them. With Aurora, which is our fastest growing service in our history, continues to be so there's sometimes when customers articulate a need, and we don't have a service that we've been running internally. But we way listen, and we have a very strong and innovative group of builders here where we build it for customers. And then there are other cases where customers say and connect with a great example of this. Connect with an example where some of our customers like into it. And Capital One said, You know, we need something for our contact center and customer service, and people weren't very happy with what they were using in that space. And they said, You, you've had to build something just to manage your retail business last 15, 20 years Can't you find a way to generalize that expose it? And when you have enough customers tell you that there's something that they want to use that you have experienced building. You start to think about it, and it's never a simple. It's just taking that technology and exposing it because it's often built, um, internally and you do a number of things to optimize it internally. But we have a way of building services and Amazon, where we do this working backwards process that you're referring to, where We build everything with the press release and frequently asked questions document, and we imagine that we're building it to be externalized even if it's an internal feature. But our feature for our retail business, it's only gonna be used as part of some other service that you never imagine Externalizing to third party developers. We always try and build it that way, and we always try to have well documented, hardened AP eyes so that other teams can use it without having to coordinate with those teams. And so it makes it easier for us to think about Externalizing it because we're a good part of the way there and we connect we. That's what we did way generalized it way built it from the ground up on top of the cloud. And then we embedded a bunch of AI and it so that people could do a number of things that would have taken him, you know, months to do with big development teams that they could really point, click and do so. We really try to do both. >>I think that's a great example of some of the scale benefits is worth calling out because that was a consistent theme this past year, The people we've reported on interviewed that Connect really was a lifeline for many during the pandemic and way >>have 5000 different customers who started using connect during the pandemic alone. Where they, you know, overnight they had to basically deal with having a a call center remotely. And so they picked up connect and they spun up call center remotely, and they didn't really quickly. And you know, it's that along with workspaces, which are virtual desktops in the cloud and things like Chime and some of our partners, Exume have really been lifelines for people. Thio have business continuity during a tandem. >>I think there's gonna be a whole set of new services that are gonna emerge You talked about in your keynote. We talked about it prior to the event where you know, if this pandemic hit with that five years ago, when there wasn't the advancements in, say, videoconferencing, it'd be a whole different world. And I think the whole world can see on full display that having integrated video communications and other cool things is gonna have a productivity benefit. And that's kind >>of could you imagine what the world would have been like the last nine months and we didn't have competent videoconferencing. I mean, just think about how different it would have been. And I think that all of these all of these capabilities today are kind of the occult 1.5 capabilities where, by the way, thank God for them. We've we've all been able to be productive because of them. But there's so early stage, they're all going to get evolved. I'm so significantly, I mean, even just today, you know, I was spending some time with with our team thinking about when we start to come back to the office and bigger numbers. And we do meetings with our remote partners, how we think about where the center of gravity should be and who should be on video conferencing and whether they should be allowed to kind of video conference in conference rooms, which are really hard to see them. We're only on their laptops, which are easier and what technology doesn't mean that you want in the conference rooms on both sides of the table, and how do you actually have it so that people who are remote could see which side of the table. I mean, all this stuff is yet to be invented. It will be very primitive for the next couple few years, even just interrupting one another in video conferencing people. When you do it, the sound counsel cancels each other out. So people don't really cut each other off and rip on one another. Same way, like all that, all that technology is going to get involved over time. It's a tremendous >>I could just see people fighting for the mute button. You know, that's power on these meetings. You know, Chuck on our team. All kidding aside, he was excited. We talked about Enron Kelly on your team, who runs product marketing on for your app side as well as computer networking storage. We're gonna do a green room app for the Q because you know, we're doing so many remote videos. We just did 112 here for reinvent one of things that people like is this idea of kind of being ready and kind of prepped. So again, this is a use case. We never would have thought off if there wasn't a pandemic. So and I think these are the kinds of innovation, thinking that seems small but works well when you start thinking about how easy it could be to say to integrate a chime through this sdk So this is the kind of things, that kind thing. So so with that, I want to get into your leadership principles because, you know, if you're a startup or a big company trying to reinvent, you're looking at the eight leadership principles you laid out, which were, um don't be afraid to reinvent. Acknowledge you can't fight gravity. Talent is hungry to reinvent solving real customer problems. Speed don't complex. If I use the platform with the broader set of tools, which is more a plug for you guys on cloud pull everything together with top down goals. Okay, great. How >>do you >>take those leadership principles and apply them broadly to companies and start ups? Because I think start ups in the garage are also gonna be there going. I'm going to jump on this wave. I'm inspired by the sea change. I'm gonna build something new or an enterprise. I'm gonna I'm gonna innovate. How do you How do you see these eight principles translating? >>Well, I think they're applicable to every company of every size and every industry and organization. Frankly, also, public sector organizations. I think in many ways startups have an advantage. And, you know, these were really keys to how to build a reinvention culture. And startups have an advantage because just by their very nature, they are inventive. You know, you can't you can't start a company that's a direct copy of somebody else that is an inventive where you have no chance. So startups already have, you know, a group of people that feel insurgent, and they wanted their passionate about certain customer experience. They want to invent it, and they know that they they only have so much time. Thio build something before money runs out and you know they have a number of those built in advantages. But I think larger companies are often where you see struggles and building a reinvention and invention culture and I've probably had in the last three weeks is part of reinvent probably about 40 different customer meetings with, you know, probably 75 different companies were accomplished in those or so and and I think that I met with a lot of leaders of companies where I think these reinvention principles really resonated, and I think they're they're battling with them and, you know, I think that it starts with the leaders if you, you know, when you have big companies that have been doing things a certain way for a long period of time, there's a fair bit of inertia that sets in and a lot of times not ill intended. It's just a big group of people in the middle who've been doing things a certain way for a long time and aren't that keen to change sometimes because it means ripping up something that they that they built and they remember how hard they worked on it. And sometimes it's because they don't know what it means for themselves. And you know, it takes the leadership team deciding that we are going to change. And usually that means they have to be able to have access to what's really happening in their business, what's really happening in their products in the market. But what customers really think of it and what they need to change and then having the courage and the energy, frankly, to pick the company up and push him to change because you're gonna have to fight a lot of inertia. So it always starts with the leaders. And in addition to having access that truth and deciding to make the change, you've gotta also set aggressive top down goal. The force of the organization moved faster than otherwise would and that also, sometimes leaders decide they're gonna want to change and they say they're going to change and they don't really set the goal. And they were kind of lessons and kind of doesn't listen. You know, we have a term the principal we have inside Amazon when we talk about the difference between good intentions and mechanisms and good intentions is saying we need to change and we need to invent, reinvent who we are and everyone has the right intentions. But nothing happens. Ah, mechanism, as opposed to good intention, is saying like Capital One did. We're going to reinvent our consumer digital banking platform in the next 18 months, and we're gonna meet every couple of weeks to see where we are into problem solved, like that's a mechanism. It's much harder to escape getting that done. Then somebody just saying we're going to reinvent, not checking on it, you know? And so, you know, I think that starts with the leaders. And then I think that you gotta have the right talent. You gotta have people who are excited about inventing, as opposed to really, Justin, what they built over a number of years, and yet at the same time, you're gonna make sure you don't hire people who were just building things that they're interested in. They went where they think the tech is cool as opposed to what customers want. And then I think you've got to Really You gotta build speed into your culture. And I think in some ways this is the very biggest challenge for a lot of enterprises. And I just I speak to so many leaders who kind of resigned themselves to moving slowly because they say you don't understand my like, companies big and the culture just move slow with regulator. There are a lot of reasons people will give you on why they have to move slow. But, you know, moving with speed is a choice. It's not something that your preordained with or not it is absolutely a leadership choice. And it can't happen overnight. You can't flip a switch and make it happen, but you can build a bunch of things into your culture first, starting with people. Understand that you are gonna move fast and then building an opportunity for people. Experiment quickly and reward people who experiment and to figure out the difference between one way doors and two way doors and things that are too way doors, letting people move quick and try things. You have to build that muscle or when it really comes, time to reinvent you won't have. >>That's a great point in the muscle on that's that's critical. You know, one of things I want to bring up. You brought on your keynote and you talk to me privately about it is you gave attribute in a way to Clay Christensen, who you called out on your keynote. Who was a professor at Harvard. Um, and he was you impressed by him and and you quoted him and he was He was your professor there, Um, your competitive person and you know, companies have strategy departments, and competitive strategy is not necessarily departments of mindset, and you were kind of brought this out in a zone undertone in your talk, we're saying you've got to be competitive in the sense of you got to survive and you've got to thrive. And you're kind of talking about rebuilding and building and, you know, Clay Christians. Innovative dilemma. Famous book is a mother, mother teachings around metrics and strategy and prescriptions. If he were alive today and he was with us, what would he be talking about? Because, you know, you have kind of stuck in the middle. Strategy was not Clay Christensen thing, but, you know, companies have to decide who they are. Their first principles face the truth. Some of the things you mentioned, what would we be talking with him about if we were talking about the innovator's dilemma with respect to, say, cloud and and some of the key decisions that have to be made right now? >>Well, then, Clay Christensen on it. Sounds like you read some of these books on. Guy had the fortunate, um, you know, being able to sit in classes that he taught. And also I got a chance. Thio, meet with him a couple of times after I graduated. Um, school, you know, kind of as more of a professional sorts. You can call me that. And, uh, he he was so thoughtful. He wasn't just thoughtful about innovation. He was thoughtful about how to get product market fit. And he was thoughtful about what your priorities in life were and how to build families. And, I mean, he really was one of the most thoughtful, innovative, um, you know, forward thinking, uh, strategist, I had the opportunity Thio encounter and that I've read, and so I'm very appreciative of having the opportunity Thio learn from him. And a lot of I mean, I think that he would probably be continuing to talk about a lot of the principles which I happen to think are evergreen that he he taught and there's it relates to the cloud. I think that one of the things that quite talked all the time about in all kinds of industries is that disruption always happens at the low end. It always happens with products that seem like they're not sophisticated enough. Don't do enough. And people always pooh pooh them because they say they won't do these things. And we learned this. I mean, I watched in the beginning of it of us. When we lost just three, we had so many people try and compare it Thio things like e m. C. And of course, it was very different than EMC. Um, but it was much simpler, but And it and it did a certain set of activities incredibly well at 1 1/100 of the price that's disrupted, you know, like 1 1/100 of the price. You find that builders, um, find a lot of utility for products like that. And so, you know, I think that it always starts with simple needs and products that aren't fully developed. That overtime continue to move their way up. Thio addressing Maura, Maura the market. And that's what we did with is what we've done with all our services. That's three and easy to and party ass and roar and things like that. And I think that there are lots of lessons is still apply. I think if you look at, um, containers and how that's changing what compute looks like, I think if you look at event driven, serverless compute in Lambda. Lambda is a great example of of really ah, derivative plays teaching, which is we knew when we were building Lambda that as people became excited about that programming model it would cannibalize easy to in our core compute service. And there are a lot of companies that won't do that. And for us we were trying to build a business that outlasts all of us. And that's you know, it's successful over a long period of time, and the the best way I know to do that is to listen to what customers We're trying to solve an event on their behalf, even if it means in the short term you may cannibalize yourself. And so that's what we always think about is, you know, wherever we see an opportunity to provide a better customer experience, even if it means in the short term, make cannibalism revenue leg lambda with complete with easy to our over our surveillance with provisions or are we're going to do it because we're gonna take the long view, and we believe that we serve customers well over a long period of time. We have a chance to do >>that. It's a cannibalize yourself and have someone else do it to you, right? That's that's the philosophy. Alright, fine. I know you've got tight for time. We got a you got a hard stop, But let's talk about the vaccine because you know, you brought up in the keynote carrier was a featured thing. And look at the news headlines. Now you got the shots being administered. You're starting to see, um, hashtag going around. I got my shot. So, you know, there's a There's a really Momenta. Mit's an uplifting vibe here. Amazon's involved in this and you talked about it. Can you share the innovation? There can just give us an update and what's come out of that and this supply chain factor. The cold chain. You guys were pretty instrumental in that share your your thoughts. >>We've been really excited and privileged partner with companies who are really trying to change what's possible for all of us. And I think you know it started with some of the companies producing vaccines. If you look at what we do with Moderna, where they built their digital manufacturing sweet on top of us in supply chain, where they used us for computing, storage and data warehousing and machine learning, and and on top of AWS they built, they're Cove in 19 vaccine candidate in 42 days when it normally takes 20 months. I mean, that is a total game changer. It's a game changer for all of us and getting the vaccine faster. But also, you just think about what that means for healthcare moving forward, it zits very exciting. And, yeah, I love what carriers doing. Kariya is building this product on top of AWS called links, which is giving them end and visibility over the transportation and in temperature of of the culture and everything they're delivering. And so it, uh, it changes what happens not only for food, ways and spoilage, but if you think about how much of the vaccine they're gonna actually transport to people and where several these vaccines need the right temperature control, it's it's a big deal. And what you know, I think there are a great example to what carrier is where. You know, if you think about the theme of this ring and then I talked about in my keynote, if you want to survive as an organization over a long period of time, you're gonna have to reinvent yourself. You're gonna have to probably do it. Multiple times over and the key to reinventing his first building, the right reinvention culture. And we talk about some of those principles earlier, but you also have to be aware of the technology that's available that allows you to do that. If you look at Carrier, they have built a very, very strong reinvention culture. And then, if you look at how they're leveraging, compute and storage and I o. T at the edge and machine learning, they know what's available, and they're using that technology to reinvent what's what's possible, and we're gonna all benefit because of >>it. All right. Well, Andy, you guys were reinventing the virtual space. Three weeks, it went off. Well, congratulations. Great to go along for the ride with the cube virtual. And again. Thank you for, um, keeping the show alive over there. Reinvent. Um, thanks for your team to for including the Cube. We really appreciate the Cube virtual being involved. Thank you. >>It's my pleasure. And thanks for having me, John and, uh, look forward to seeing you soon. >>All right? Take care. Have a hockey game in real life. When? When we get back, Andy Jesse, the CEO of a W s here to really wrap up. Reinvent here for Cuba, Virtual as well as the show. Today is the last day of the program. It will be online for the rest of the year and then into next month there's another wave coming, of course. Check out all the coverage. Come, come back, It's It's It's online. It's all free Cube Cube stuff is there on the Cube Channel. Silicon angle dot com For all the top stories, cube dot net tons of content on Twitter. Hashtag reinvent. You'll see all the commentary. Thanks for watching the Cube Virtual. I'm John Feehery.

to have Rodger Goodell fly to a tech conference to sit with you and then bring his team talk about the deal. >> Well, ya know, we've been partners with the NFL for a while with the Next Gen Stats that they use on all their telecasts and one of the things I really like about Roger is that he's very curious and very interested in technology and the first couple times I spoke with him he asked me so many questions about ways the NFL might be able to use the Cloud and digital transformation to transform their various experiences and he's always said if you have a creative idea or something you think that could change the world for us, just call me he said or text me or email me and I'll call you back within 24 hours. And so, we've spent the better part of the last year talking about a lot of really interesting, strategic ways that they can evolve their experience both for fans, as well as their players and the Player Health and Safety Initiative, it's so important in sports and particularly important with the NFL given the nature of the sport and they've always had a focus on it, but what you can do with computer vision and machine learning algorithms and then building a digital athlete which is really like a digital twin of each athlete so you understand, what does it look like when they're healthy and compare that when it looks like they may not be healthy and be able to simulate all kinds of different combinations of player hits and angles and different plays so that you could try to predict injuries and predict the right equipment you need before there's a problem can be really transformational so we're super excited about it. >> Did you guys come up with the idea or was it a collaboration between them? >> It was really a collaboration. I mean they, look, they are very focused on players safety and health and it's a big deal for their- you know, they have two main constituents the players and fans and they care deeply about the players and it's a-it's a hard problem in a sport like Football, I mean, you watch it. >> Yeah, and I got to say it does point out the use cases of what you guys are promoting heavily at the show here of the SageMaker Studio, which was a big part of your Keynote, where they have all this data. >> Andy: Right. >> And they're data hoarders, they hoard data but the manual process of going through the data was a killer problem. This is consistent with a lot of the enterprises that are out there, they have more data than they even know. So this seems to be a big part of the strategy. How do you get the customers to actually wake up to the fact that they got all this data and how do you tie that together? >> I think in almost every company they know they have a lot of data. And there are always pockets of people who want to do something with it. But, when you're going to make these really big leaps forward; these transformations, the things like Volkswagen is doing where they're reinventing their factories and their manufacturing process or the NFL where they're going to radically transform how they do players uh, health and safety. It starts top down and if the senior leader isn't convicted about wanting to take that leap forward and trying something different and organizing the data differently and organizing the team differently and using machine learning and getting help from us and building algorithms and building some muscle inside the company it just doesn't happen because it's not in the normal machinery of what most companies do. And so it always, almost always, starts top down. Sometimes it can be the Commissioner or CEO sometimes it can be the CIO but it has to be senior level conviction or it doesn't get off the ground. >> And the business model impact has to be real. For NFL, they know concussions, hurting their youth pipe-lining, this is a huge issue for them. the low level building blocks and stitch them together creatively however they see fit to create whatever's in their-in their heads. And then we have the second segment of customers that say look, I'm willing to give up some of that flexibility in exchange for getting 80% of the way there much faster.

la from Las Vegas it's the cube covering AWS reinvent 2019 brought to you by Amazon Web Services and in care along with its ecosystem partners hey welcome back everyone cubes live coverage of eight of us reinvent 2019 this is the cube seventh year covering Amazon reinvent it's their eighth year of the conference and want to just shout out to Intel for their sponsorship for these two amazing sets without their support we would be able to bring our mission of great content to you I'm John Force to many men we're here with the chief of AWS the chief executive officer Andy chassis tech athlete and himself three our keynotes welcome to the cube again great to see you great to be here thanks for having me guys congratulations on a great show a lot of great buzz thank you a lot of good stuff your keynote was phenomenal you get right into you giddy up right into as you say three hours 30 announcements you guys do a lot but what I liked the new addition in the last year and this year is the band house man yeah they're pretty good they hit the Queen note so that keeps it balanced so we're going to work on getting a band for the cube awesome so if I have to ask you what's your walk-up song what would it be there's so many choices depends what kind of mood I'm in but maybe times like these by the Foo Fighters these are unusual times right now Foo Fighters playing at the Amazon intersect show they are Gandy well congratulations on the intersect you got a lot going on intersect is the music festival I'll get that in a second but I think the big news for me is two things obviously we had a one-on-one exclusive interview and you laid out essentially what looks like was gonna be your keynote it was transformation key for the practice I'm glad to practice use me anytime yeah and I like to appreciate the comments on Jedi on the record that was great but I think the transformation story is a very real one but the NFL news you guys just announced to me was so much fun and relevant you had the Commissioner of NFL on stage with you talking about a strategic partnership that is as top-down aggressive goals you could get yeah I have Roger Goodell fly to a tech conference to sit with you and then bring his team talk about the deal well you know we've been partners with the NFL for a while with the next-gen stats are they using all their telecasts and one of the things I really like about Roger is that he's very curious and very interested in technology in the first couple times I spoke with him he asked me so many questions about ways the NFL might be able to use the cloud and digital transformation to transform their various experiences and he's always said if you have a creative idea or something you think that could change the world for us just call me is it or text me or email me and I'll call you back within 24 hours and so we've spent the better part of the last year talking about a lot of really interesting strategic ways that they can evolve their experience both for fans as well as their players and the player health and safe safety initiative it's so important in sports and particularly important with the NFL given the nature of the sport and they've always had a focus on it but what you can do with computer vision and machine learning algorithms and then building a digital athlete which is really like a digital twin of each athlete so you understand what does it look like when they're healthy what and compare that when it looks like they may not be healthy and be able to simulate all kinds of different combinations of player hits and angles and different plays so that you can try to predict injuries and predict the right equipment you need before there's a problem can be really transformational so it was super excited about it did you guys come up with the idea it was the collaboration between there's really a collaboration I mean they look they are very focused on player's safety and health and it's it's a big deal for their you know they have two main constituents that the players and fans and they care deeply about the players and it's a it's a hard problem in a sport like football but you watch it yeah I gotta say it does point out the use cases of what you guys are promoting heavily at the show here of the stage maker studio which is a big part of your keynote where they have all this data right and they're dated hoarders they've the hoard data but they're the manual process of going through the data it was a killer problem this is consistent with a lot of the enterprises that are out there they have more data than they even know so this seems to be a big part of the strategy how do you get the customers to actually a wake up to the fact that they got data and how do you tie that together I think in almost every company they know they have a lot of data and there are always pockets of people who want to do something with it but when you're gonna make these really big leaps forward these transformations so things like Volkswagen is doing with they're reinventing their factories in their manufacturing process or the NFL where they're gonna radically transform how they do players health and safety it starts top-down and if they if the senior leader isn't convicted about wanting to take that leap forward and trying something different and organizing the data differently and organizing the team differently and using machine learning and getting help from us and building algorithms and building some muscle inside the company it just doesn't happen because it's not in the normal machinery of what most companies do and so it all wait almost always starts top-down sometimes it can be the commissioner or the CEO sometimes it can be the CIO but it has to be senior level conviction or it does get off the ground and the business model impact has to be real for NFL they know concussions hurting their youth pipelining this is a huge issue for them is their business model they they lose even more players to lower extremity injuries and so just the notion of trying to be able to predict injuries and you know the impact it can have on rules the impact it can have on the equipment they use it's a huge game changer when they look at the next 10 to 20 years all right love geeking out on the NFL but no more do you know off camera a 10 man is here defeated season so everybody's a Patriots fan now it's fascinating to watch you and your three-hour keynote Vernor in his you know architectural discussion really showed how AWS is really extending its reach you know it's not just a place for a few years people have been talking about you know cloud as an operation operational model it's not a destination or a location but I felt that really was laid out is you talked about breadth and depth and Verna really talked about you know architectural differentiation people talk about cloud but there are very there are a lot of differences between the vision for where things are going help us understand and why I mean Amazon's vision is still a bit different from what other people talk about where this whole cloud expansion journey but put over what tagger label you want on it but you know the control plane and the technology that you're building and where you see that going well I think that we've talked about this a couple times we we have two macro types of customers we have those that really want to get at the load level building blocks and stitch them together creatively and however they see fit to create whatever is in there in their heads and then we have this second segment of customers who say look I'm willing to give up some of that flexibility in exchange for getting 80% of the way they're much faster in an abstraction that's different from those low level building blocks in both segments of builders we want to serve and serve well and so we built very significant offerings in both areas I think when you look at micro services you know some of it has to do with the fact that we have this very strongly held belief born out of several years at Amazon where you know the first seven or eight years of Amazon's consumer business we basically jumbled together all of the parts of our technology and moving really quickly and when we wanted to move quickly where you had to impact multiple internal development teams it was so long because it was this big ball this big monolithic piece and we got religion about that and trying to move faster in the consumer business and having to tease those pieces apart and it really was a lot of the impetus behind conceiving AWS where it was these low-level very flexible building blocks that don't try and make all the decisions for customers they get to make them themselves and some of the micro services that you saw Verner talking about just you know for instance what we what we did with nitro or even what we do with firecracker those are very much about us relentlessly working to continue to to tease apart the different components and even things that look like low-level building blocks over time you build more and more features and all of a sudden you realize they have a lot of things that are they were combined together that you wished weren't that slowed you down and so nitro was a completely reimagining of our hypervisor and virtualization layer to allow us both to let customers have better performance but also to let us move faster and have a better security story for our customers I got to ask you the question around transformation because I think it all points to that all the data points you got all the references goldman-sachs on stage at the keynote Cerner and the healthcare just an amazing example because I mean this demonstrating real value there there's no excuse I talked to someone who wouldn't be named last night and then around the area said the CIA has a cost bar like this cost up on a budget like this but the demand for mission based apps is going up exponentially so there's need for the cloud and so seeing more and more of that what is your top-down aggressive goals to fill that solution base because you're also very transformational thinker what is your what is your aggressive top-down goals for your organization because you're serving a market with trillions of dollars of span that's shifting that's on the table a lot of competition now sees it too they're gonna go after it but at the end of the day you have customers that have that demand for things apps yeah and not a lot of budget increase at the same time this is a huge dynamic what's your goals you know I think that at a high level are top-down aggressive goals so that we want every single customer who uses our platform to have an outstanding customer experience and we want that outstanding customer experience in part is that their operational performance and their security are outstanding but also that it allows them to build and it build projects and initiatives that change their customer experience and allow them to be a sustainable successful business over a long period of time and then we also really want to be the technology infrastructure platform under all the applications that people build and they were realistic we know that that you know the market segments we address with infrastructure software hardware and data center services globally are trillions of dollars in the long term it won't only be us but we have that goal of wanting to serve every application and that requires not just the security operational performance but also a lot of functionality a lot of capability we have by far the most amount of capability out there and yet I would tell you we have three to five years of items on our roadmap that customers want us to add and that's just what we know today well and any underneath the covers you've been going through some transformation when we talked a couple years ago about how serverless is impacting things I've heard that that's actually in many ways glue behind the two pizza teams to work between organizations talk about how the internal transformations are happening how that impacts your discussions with customers that are going through that transformation well I mean there's a lot of a lot of the technology we build comes from things that we're doing ourselves you know and that we're learning ourselves it's kind of how we started thinking about microservices serverless - we saw the need we know we would have we would build all these functions that when some kind of object came into an object store we would spin up compute all those tasks would take like three or four hundred milliseconds then we spin it back down and yet we'd have to keep a cluster up in multiple availability zones because we needed that fault tolerance and it was we just said this is wasteful and that's part of how we came up with lambda and that you know when we were thinking about lambda people understandably said well if we build lambda and we build the serverless event-driven computing a lot of people who are keeping clusters of instances aren't going to use them anymore it's going to lead to less absolute revenue for us but we we have learned this lesson over the last 20 years at Amazon which is if it's something it's good for customers you're much better off cannibalizing yourself and doing the right thing for customers and being part of shaping something and I think if you look at the history of Technology you always build things and people say well that's gonna cannibalize this and people are gonna spend less money what really ends up happening is they spend spend less money per unit of compute but it allows them to do so much more that the ultimately long-term end up being you know more significant customers I mean you are like beating the drum all the time customers what they say we implement the roadmap I got that you guys have that playbook down that's been really successful for you yeah two years ago you told me machine learning was really important to you because your customers told what's the next tranche of importance for customers what's on top of mine now as you look at this reinvent kind of coming to a close replays tonight you had conversations your your tech a fleet you're running around doing speeches talking to customers what's that next hill from from my fist machine learning today there's so much I mean that's not it's not a soup question you know I think we're still in this in the very early days of machine learning it's not like most companies have mastered yet even though they're using it much more than they did in the past but you know I think machine learning for sure I think the edge for sure I think that we're optimistic about quantum computing even though I think it'll be a few years before it's really broadly useful we're very enthusiastic about robotics I think the amount of functions are going to be done by these robotic applications are much more expansive than people realize it doesn't mean humans won't have jobs they're just going to work on things that are more value-added I thought we're believers in augmented and virtual reality we're big believers and what's going to happen with voice and I'm also I think sometimes people get bored you know I think you're even bored with machine learning maybe already but yet people get bored with the things you've heard about but I think just what we've done with the chips you know in terms of giving people 40% better price performance in the latest generation of x86 processors it's pretty unbelievable and the difference in what people are going to be able to do or just look at big data I mean big date we haven't gotten through big data where people have totally solved it the amount of data that companies want to store process and analyze is exponentially larger than it was a few years ago and it will I think exponentially increase again in the next few years you need different tools the service I think we're not we're not for with machine learning we're excited to get started because we have all this data from the video and you guys got sage maker yeah we call it a stairway to machine learning heaven we start with the data move up what now guys are very sophisticated with what you do with technology and machine learning and there's so much I mean we're just kind of again in this early innings and I think that it was soaked before sage maker was so hard for everyday developers and data scientists to build models but the combination of sage maker and what's happened with thousands of companies standardizing on it the last two years Plus now sage maker studio giant leap forward we hope to use the data to transform our experience with our audience and we're on Amazon Cloud I really appreciate that and appreciate your support if we're with Amazon and Instant get that machine learning going a little faster for us a big that'll be better if you have requests so any I'm you talked about that you've got the customers that are builders and the customers that need simplification traditionally when you get into the you know the heart of the majority of adoption of something you really need to simplify that environment but when I think about the successful enterprise of the future they need to be builders yeah so has the model flipped if you know I normally would said enterprise want to pay for solutions because they don't have the skill set but if they're gonna succeed in this new economy they need to go through that transformation that yeah so I mean are we in just a total new era when we look back will this be different than some of these previous waves it's a it's a really good question Stu and I I don't think there's a simple answer to it I think that a lot of enterprises in some ways I think wish that they could just skip the low level building blocks and and only operate at that higher level abstraction it's why people were so excited by things like sage maker or code guru or Kendra or contact lens these are all services that allow them to just send us data and then run it on our models and get back the answers but I think one of the big trends that we see with enterprises is that they are taking more and more of their development in-house and they are wanting to operate more and more like startups I think that they admire what companies like Airbnb and Pinterest and slack and and you know Robin Hood and a whole bunch of those companies stripe have done and so when you know I think you go through these phases and errors where there are waves of success at different companies and then others want to follow that success and and replicate and so we see more and more enterprises saying we need to take back a lot of that development in-house and as they do that and as they add more developers those developers in most cases like to deal with the building blocks and they have a lot of ideas on how they can create us to creatively stitch them together on that point I want to just quickly ask you on Amazon versus other clouds because you made a comment to me in our interview about how hard it is to provide a service that to other people and it's hard to have a service that you're using yourself and turn that around and the most quoted line in my story was the compression algorithm there's no compression outliving for experience which to me is the diseconomies of scale for taking shortcuts yeah and so I think this is a really interesting point just add some color comments or I think this is a fundamental difference between AWS and others because you guys have a trajectory over the years of serving at scale customers wherever they are whatever they want to do now you got micro services it's even more complex that's hard yeah how about that I think there are a few elements to that notion of there's no compression algorithm I think the first thing to know about AWS which is different is we just come from a different heritage in a different background we sweep ran a business for a long time that was our sole business that was a consumer retail business that was very low margin and so we had to operate a very large scale given how many people were using us but also we had to run infrastructure services deep in the stack compute storage and database in reliable scalable data centers at very low costs and margins and so when you look at our our business it actually today I mean it's it's a higher margin business in our retail business the lower margin business and software companies but at real scale it's a it's a high-volume relatively low margin business and the way that you have to operate to be successful with those businesses and the things you have to think about and that DNA come from the type of operators that we have to be in our consumer retail business and there's nobody else in our space that does that you know the way that we think about cost the way we think about innovation and the data center and and I also think the way that we operate services and how long we've been operating services of the company it's a very different mindset than operating package software then you look at when you think about some of the issues and very large scale cloud you can't learn some of those lessons until you get two different elbows of the curve and scale and so what I was telling you is it's really different to run your own platform for your own users where you get to tell them exactly how it's going to be done but that's nothing really the way the real world works I mean we have millions of external customers who use us from every imaginable country and location whenever they want without any warning for lots of different use cases and they have lots of design patterns and we don't get to tell them what to do and so operating a cloud like that at a scale that's several times larger the next few providers combined is a very different endeavor and a very different operating rigor well you got to keep raising the bar you guys do a great job really impress again another tsunami of announcements in fact you had to spill the beans early with quantum the day before the event tight schedule I gotta ask you about the music festival because I think there's a really cool innovation it's the inaugural intersex conference yeah it's not part of replay which is the concert tonight right it's a whole new thing big music act you're a big music buff your daughter's an artist why did you do this what's the purpose what's your goal yeah it's an experiment I think that what's happened is that reinvent has gotten so big with 65,000 people here that to do the party which we do every year it's like a thirty five forty thousand person concert now which means you have to have a location that has multiple stages and you know we thought about it last year when we were watching it and we said we're kind of throwing like a four hour music festival right now there's multiple stages and it's quite expensive to set up that set for our partying we said well maybe we don't have to spend all that money for four hours in the rip it apart because actually the rent to keep those locations for another two days is much smaller than the cost of actually building multiple stages and so we we would try it this year we're very passionate about music as a business and I think we are I think our customers feel like we throw in a pretty good music party the last few years and we thought we were trying at a larger scale as an experiment and if you look at the economics the headliners real quick the Foo Fighters are headlining on Saturday night Anderson Park and the free Nashville free Nationals Brandi Carlile Shawn Mullins Willie Porter it's a good set Friday night it's back in Kacey Musgraves so it's it's a really great set of about 30 artists and we're hopeful that if we can build a great experience that people want to attend that we can do it it's scale and it might be something that you know both pays for itself and maybe helps pay for reinvent to overtime and you know I think that we're also thinking about it as not just a music concert and festival the reason we named it intersect is that we want an intersection of music genres and people and ethnicities and age groups and art and Technology all there together and this will be the first year we try it it's an experiment and we're really excited about I'm gone congratulations all your success and I want to thank you we've been seven years here at reinvent we've been documenting the history two sets now once-dead upstairs so appreciate a cube is part of reinvent you know you guys really are a part of the event and we really appreciate your coming here and I know people appreciate the content you create as well and we just launched cube 365 on Amazon Marketplace built on AWS so thanks for letting us cool build on the platform appreciate it thanks for having me guys Jesse the CEO of AWS here inside the cube it's our seventh year covering and documenting they're just the thunderous innovation that Amazon is doing they're really doing amazing work building out the new technologies here in the cloud computing world I'm John Force too many men be right back with more after this short break [Music]

la from Las Vegas it's the cube covering AWS reinvent 2019 brought to you by Amazon Web Services and Vinum care along with its ecosystem partners hello everyone welcome to the cube we're here live in Las Vegas for AWS reinvent 2019 I'm John Farrar your host is silicon Angles flagship the cube we're extract a signal noise leader in event coverage with day Volante my co-host and justin warren tech analysts Forbes contributor guru of cube host guys keynote for J&E jassie first of all I don't know how he does it he's just like continues hissing Marc loved the live music in there but a slew of announcements this is a reinvention of AWS you can tell that they're just essentially trying to go the next level on what the cloud means how they're gonna bring it to customers and you know they've been criticized for you know kind of nut I won't say falling behind I could say Microsoft's been probably praised more for catching up and it's been a lot of discussion around that the loss of the Jedi contract variety of enterprise wins Microsoft has the field Salesforce Google's just kind of retooling but Amazon clearly the leader with a little pressure for the first time in the rearview mirror they've got someone on their on their tail win and Microsoft's far back but this isn't a statement from from chassis and Amazon of okay you want to see the Jets we're gonna we're gonna turn on the Jets and blow pass everybody Jesse gets cocky self Justin what do you think yeah so a lot of signaling to enterprise that it's safe to come here it's this is where you can have everything that you need to get everything that you need done you can get all of it in one place so there there is a real signal there to say Enterprise if you want to do cloud there's only one place to do cloud enterprise customers they tried out some big names Goldman Sachs not a small enterprise they had all the classic born in the cloud but you know we put out this concept on I'm on our Silicon angle post called reborn in the cloud almost born-again enterprise you start to see the telegraphing of what their core message is which is transform just don't kick the tires and fall into the Microsoft trap go with em is on and transform your business model transform your miss not just run IT a better way than before well yeah I mean I'm impressed they got two CEOs the CEO of Goldman Sachs David Solomon the CEO of Cerner coming to the show it's kind of rare that the CEO of your customer comes to the show I guess the second thing I'd say is you know Amazon is not a rinse and repeat company at these shows although they are when it comes to shock and awe so they ticked the Box on shock and awe but you're right John they're talking a lot about transformation I sort of think of it as disruption here's what I would say to that Amazon has a dual disruption agenda one is its disrupting the horizontal technology stack and 2 its disrupting industries it wants to be the platform of which startups in particular but also incumbents can disrupt industries and it's in their DNA because it's in Amazon's DNA and I think it's the last thing I'll say as Amazon is the reach a Amazon retailers the you can buy anything here store and now to your point Justin Amazon Web Services is you can get AWS anywhere at the edge and a little mini data centers that they're built on outpost and of course in the cloud all right I want to get you guys reactions a couple things I saw and I want to just analyze the keynote one as we saw Jesse come out with the transformation message that's really more of their posture to the market you should be transforming we're gonna take Amazon as a center of gravity and push it out to the edge without post so kind of a customer company posture there on the industry then you had the announcements and I thought that the sage maker studio was pretty robust a lot of data and announcements so you had the transformation message a lot of core data and then they kind of said hey we're open we got open source databases we got kubernetes and multiple flavors a couple steers from the Twitter crowd on that one and then finally outpost with the edge where they're essentially you know four years ago Dave they said no more data centers in ten years now they're saying we're gonna push Amazon to the your datacenter so you know a posture for the company a lot of data centric data ops almost program and build I'm also DevOps feel to it what's your reaction to that I think the most interesting part for me was the change there was a bit of a shift there I think he made the statement of rather than bringing the data to the computer we want to bring the compute to the data and I think that's that's acknowledging reality that data has gravity and it's very difficult for enterprises particularly if you've already invested a lot in building a data Lake so being able to just pick that up and then move it to any cloud nothing let alone AWS just moving that around is is a big effort so if you're going to transform your business you have to kind of rethink completely how you address some of these issues and one of that would be well what if rather than let's just pick everything up and move it to cloud what if we could actually do something a little bit better than that and we can pick and choose what we want to suit our particular solution and your point Dave I think that's where Amazon strength comes from is it they are the everything store so you can buy whatever you want be at this tiny little piece that only five companies need or the same thing that everyone else on the planet needs you can come and buy everything from us and that's what I think they're trying to signal to an organization that says look if you want to transform and you're concerned that it'll be difficult to do we've got you we've got something here that will suit your needs and we will be able to work with you to transform your business and we're seeing you know Amazon years ago we wouldn't talk about hybrid and now they're going really all-in on hybrid and it's not outpost is no longer just this thing they're doing with VMware it's now a fundamental piece of their infrastructure for the edge and I think the key point there is the the edge is going to be one with developers and Amazon is essentially bringing its development platform to the edge without posts as the the underpinning and I like the strategy much much better than I like what I'm seeing from some of the guys like HP and Dell which is they're throwing boxes you know over the fence with really without a strong developer angle your thoughts I mean my my big takeaway was I think this is key knows about a next-generation shift on the business model but that's the transformation he didn't come out and say it I said it in my post but I truly believe if you're not born in the cloud or reborn in the cloud you'll probably be out of business and as a startup were to ask them of the VCS this question how do you go after and target some of those people who aren't gonna be reborn in the cloud to have the scale advantage but the data announcements was really the big story here because we look at DevOps infrastructure as code programming infrastructure we've seen that that that's of now an established practice now you start to see this new concept around data ops some people call it AI ops whatever but Dana now the new programmability it's almost a devops culture - data and I think what got my attention the most was the IDE for stage maker which kind of brings in this cool feature of what everyone was which is I want machine learning but I can't hire anybody and I got to make I got a democratized machine learning I got to make application developers get value out of the data because the apps need to tap the data it's got to be addressable so I think this is a stake in the ground for the next five to ten years of a massive shift from increasing the DevOps mission to add a layer making that manageable multiple databases he's totally right on that it's not one database if you want time series for real-time graph for you know network constructs it's pick your database you know that shouldn't be it inhibitor at all I think the data story is real that's the top story in my mind the data future what that's going to enable and then the outpost is just a continuation of Amazon realizing that the center of the cloud is not the end game it's just the center of gravity and I think you gonna start to see edge become really huge I mean I count ten into ten purpose-built databases now and jesse was unequivocal he said you gotta have the right database tool for the right job you're seeing the same thing with their machine learning and AI tools it's been shocking dozens and dozens of services each with their own sort of unique primitives that give you that flexibility and so where you can disagree with the philosophy but their philosophy is very clear we're gonna go very granular and push a lot of stuff out there I think there's two bits at play there that I can see you know I think you're right on the data thing and something that people don't quite realize is that modern data analysis is programming like it's code your data scientists know how to code so there was a lot of talk there about notebooks going in there like they love their notebooks they love using different frameworks to solve different problems and they need to be able to use for this one I need tens of flow for another one I might need MX net yeah so if you couple that that idea that we need to it's all about the data and you couple that with developers and AWS knows developers really really well so you've got modern enterprises lot wanting to do more with the data that they have the age or business problem of I've got all this information I need to process I need to do be out bi I need to do data analysis and you couple that with the Pala that iws has with developers I think it's a pretty strong story then you know in my interview with Jesse I asked him the question and I stole the line from Steve Moe Mulaney from aviatrix you take the tea out of cloud native it's cloud naive and I think what I've been seeing is a lot of customers have been naive about what cloud is and it's actually been buying IT and so they really don't are not sensitive to the capabilities message so I asked Jeff see I'm like you got these capabilities that's cool if you want to go to the store and buy everything or look at everything and buy what you want and construct and transform check no problem I buy that however some customers just want a package solution and Amazon has not always been great on having something packaged for customers so he kind of addressed that and this might be an Achilles heel for Amazon as Microsoft has such entrenched sales sales presence that they might be pushing a solution that frankly customers might not care about capabilities we did see one bit where there was a little bit of a nudge towards is fees and and systems integrators and I think that that really for me is there needs to be a lot more work done by Amazon there because that's what Enterprise me enterprise is used to dealing with systems integrators that will help them to use the raw materials that ados provides to solve that promote you said there are two segments of developers and customers one that wants all the low level building blocks and others want simpler faster results with abstractions aka packaging so they're going down the road but again they're not shy don't like hey we're just going to continue to build we're not going to try to move off our trajectory they're gonna stay with adding more power and frankly some digs at snowflake I fought with red shift and I thought the dig to the kubernetes community with we code our own stuff wink wink we don't have to slow down was a nice jab at the CN CF I thought because he's saying hey you know what we're not in committees deciding features which is the customers and implementing them so a kind of a jab well sure that's gonna rapid a I would say the snowflake is sort of a copycat separating compute from stores that's what snowflakes has been doing forever but he did take direct jabs at IBM Oracle and obviously Microsoft with with Windows so I like to see that you know usually Jessie doesn't do that it's good take the gloves so much so many announcements out there you got to go to silk and angled comm will have all the stories but one of the top stories coming into the reinvent that we didn't hear anything about but if you squint through and connect the dots on Jessie's keynote it is pretty evident what the strategy is and that's multi-cloud so I'll see multi-cloud is a word that Amazon is not using at all onstage as you can tell they don't really they're in well they're one cloud they don't really care about the other clouds but their customers do so guys multi cloud is a legit conversation how they get multi cloud is debatable acquisition sprawl by the end of the day multiple clouds is reality I think Jessie was kind of predicting and laying down some early narratives around the multi cloud story by saying hey we have more capabilities we're faster we're doing more stuff so I think he's trying to cede the base on the concept of hey if you want to go look at other clouds try to go apples to apples NIT that other than that he didn't really address at all multi-cloud what do you guys think about multi cloud yeah what it's pretty much that if you're gonna have multiple clouds at least one of them's gonna be AWS so they're gonna get some of your money if we came a bi can't get all your money I'll get at least get some of your money that's reasonable but I think part of the multi cloud conversation is that enterprises are actually trying to clarify their existing way of doing things so cloud isn't a destination it's not like a it's not a physical location it's a state of mind it's a way of operating things an enterprise that that's that's the transformation part that enterprises are trying to do so transform the way that they operate themselves to be more cloud like so part of the multi cloud piece I think that people are kind of missing is well it's not just Amazon or some of its competitors its existing on-site infrastructure and making that into a cloud which i think is where something like outpost becomes a really strong proposition and I've said a million times multiplied cloud is more of a symptom than it is a strategy that'll start to change they will see an equilibrium there you know right cloud for the right job but today it's a problem that CIOs are asked being asked to clean up the crime scene all right let's wrap up by summarizing the keynote each of you guys give me your take on I'll start I think this was a inflection point for AWS and Jesse in the sense of they now know they have to go the next gen loud it's Amazon enterprise it's data it's outpost it's all these things it's truly next-gen I think this is going to be all about data it's all gonna be about large-scale infrastructure and data scaling and with edge and outpost I think is really an amazing move for them in the sense that's gonna probably put in motion another five to ten years of continuing architectural reshipping and I think that if you're not born in the cloud or reborn in the cloud you're gonna be naive to the fact that you're not gonna have the capabilities to be success when I think that's going to be an opportunity for entrepreneurs and for companies pivoting into enterprises so I think this goes will go might go down as one of the most pax keynotes but I think it'll look back as one of the instrumental transitions for Amazon so I think he did a good job beginning and to rush 30 announcements in three hours marathon but overall I thought he did a great job I think I would agree Jesse always does a good job he's giving a message to you know CEOs as opposed to the CIO and he had two CEOs on stage I thought there was quite a gap between you know that message of transformation and then sort of geeking out on all the new services so there's still some work to be done there but I think it's a lot of developers in the audience I'm seeing them tell your boss to get on the train it's a very hard keynote to serve both audiences but so it's a start but there's a lot of work to be done there Justin yeah I agree with that I think this is probably one of the first keynotes maybe last year but certainly this year there's like AWS is very serious about enterprise and is trying to talk to enterprise a lot more than it ever has it still talks to developers but we didn't see anywhere near as much interesting in kind of the startup ecosystem it's like no no cloud is for serious companies doing serious work and I think that we're just going to see Amazon talking about that more and more and more because that's where all the money is yeah next-generation cloud new architectures all about the enterprise guys this is the cube opening day for three days of wall-to-wall coverage keynote analysis from Andy Jessie and Amazon Andy Jessie will be on Thursday at 3 o'clock we got a lot of top Amazon executives will who'll help us open and unpack all these to make mega announcements stay with us for more cube coverage and go to Silicon angle comm cube net for the videos be back back after this short break [Music]

live from Las Vegas it's the cube covering AWS reinvent 2018 brought to you by Amazon Web Services Intel and their ecosystem partners okay welcome back and we're live here in Las Vegas day three last interview of the day three days of wall-to-wall coverage two sets here at AWS reinvent 2018 our sixth year we've been at every reinvent except for the first one and it's been great to watch the rise I'm Jeff we're with Dean Volante we're here with Andy Jesse the CEO of AWS started this as it working backwards document years ago twelve years ago 12 half year zine years ago was when the document was written and we've launched 12 and a half years ago great to see you thanks for spending time I know you're super busy congratulations we met last week you couldn't really talk about it but boy there was so much more payload in the announcements than they were before are you happy with the results certainly three our keynote was taxing what's good impression when the keynote was over but ya know we're thrilled with it and most importantly the reason we're thrilled is because our customers are thrilled I think they just couldn't believe how much we delivered this week you know well over 100 capabilities and they were super excited about you know the storage announced was the thing is when you have millions of customers any announcement you make is going to be popular with thousands of customers so some people walked up to me and said oh I know it's not sexy but I love the storage announcements I needed the file systems I wanted that glacier deep archive some customers love the database releases with lots of customers that were excited about the machine learning piece and you know the another unsexy one where the enterprise abstractions just to make it so much easier for that type of builder who wants more prescriptive guidance to be able to get started quicker and then you know people are pretty excited that outpost too so it has you a question I'll talk Amazon speak now what what areas of the show do you feel you raise the bar this year on what was that what would you point to bar raising moments announcements well you know I think each year one of the things I like about reinvent and that we work hard on is we'd like to have we don't really want it to be a corporate event we wanted to be quirky and we want it to be authentic and we want you know we want our community to fit to have fun here while they also learn so you know Midnight Madness is for instance something we do every you know we've done the last couple years and we try radically different things and so I thought that Tatanka eating contest raised the bar is again this year was the second year in a row that we said again as political World Records and you know I thought I really liked Peter De Santis --is and Myrna Vogel's keynotes on Monday and today respectively I thought they both were fantastic and you know keep raising the bar are you over a year and you know so they're you know we're hoping I too will be something that people feel like raise the bar year over year what the house band synchronicity was quite good too you know yeah I tell you that that fan is terrific and you know and I think that again all those things I mentioned are part of what we you know think makes the event fun and quirky and different but the most important thing by far is the learning of the education and then our customers excited about not just the platform but we launched so many things do they feel like it helps them do their job better well while we're on the raising bar we've got a prop here this is the the deep racer deep the deep racer machine learning it's a toy for testing and the question comes up how old do you have to be to use this and I said hey if your kid can code machine learning good for them but talk about this because this is kind of interesting because it's fun but where'd this come from you know it came from last year when we release sage maker and we were making machine learning so much easier for everyday developers of scientists we said what can we do to give people hands-on experience because you learn things better if you actually try it and so we tried to help developers get more experience to computer vision by having a deep lens you know video camera and that was wildly popular and so as we were thinking about this year making reinforcement learning available as easily as we are in sage maker which we think is a huge potential game-changer grant Forsman learning the team kept thinking about it's great but nobody knows enforcement learning and nobody has experienced with it how can we give them experience what are ways they can get hands-on experience and that's how the deep racer car came up which is really making it simple where they can just give us a reward function with a line of Python strip and then Sage Maker will automatically train an RL algorithm and then they get to play it to the car and then race against one another and when we watched how competitive it was getting inside our own house on these RL infused cars racing each other we figured other people might find a compelling as well and I couldn't believe how many people participate yesterday yeah and then I don't know if you saw it three burners right before burners keynote the finals were really exciting to like the fact that there were some imperfections were actually made it more compelling to watch and so we had a racer Cup coming up - I met play 19 competitive yes that's going to happen yeah today was the accelerated version of the first ever deep racer League championship Cup but next year will be a full season at our 20 AWS summits the top winners in the in the deep racers you see bracer League races at each of those summits plus the top 10 vote getters in points from those summits will come here and compete for the championship Cup now you and I talked about a new persona last week when we met but now the announcements pretty clear now why this points to a whole new persona developer you got eSports on the twitch side booming heat sports is changing the game and in the whole digital sports category robotics space you got a satellite announcement this is a genre changed in digital culture and you see the AI stuff and machine learning how does the web services stack play in this new world where AI is now a service it's a whole nother paradigm shift what's your thoughts on all that well you know I mean all those areas that were continuing to expand into our areas that our customers are asking us to help them with and where there are huge opportunities for customers but where it's hard I mean if you look at space as an example if you've to interact with a satellite it's it's expensive to have to have all those satellites set up you know and those drown ground antennas set up and then you have to program them and then and you actually have to pay this fixed price instead of on-demand customers so why can't you give us access those satellites the way we consume AWS and then if you can have the ground antennas where when the data comes down from the satellite it's basically on the same premises as your AWS region so we can store the data and process the data analyze it and take action that is very compelling so that that just felt like a natural fit you know and the same thing with robotics I think that robotics is one of the most underrated areas of Technology I think robots will do all kinds of things for us at work and in a home and the tools out there to make it easy to build robotic applications and to do the simulation to deploy them and then have them work with the rest of your applications and infrastructure have been pretty primitive and so robot maker is I agree with you I think you look at the younger generation too even at the high school elementary level people are gravitating towards robotics robotics clubs are booming that maker culture goes through a whole nother level with robotic congratulation you know it's funny we had the youngest person to ever pass the AWS certification exam is a kid named Karthik nine years old passed and he was here this week actually and I got a chance to meet with him today and I said well after the certification what are you doing he said well I'm building a robot you know I'm feeling Ruben he said now with your launch of deep racer I want to try and find a way to to have the deep racer car be the eyes and the camera and the reinforcement learning for my robot nine years old yes it's gonna be a different generation with what they build John and I were talking this morning Andy at our open about you're making it harder for the critics used to be self-service only it criticized your open source contributions the hybrid strategy your turn a tick in the box is on all those outpost was I think surprised a lot of people it didn't so much surprise us that you were moving in that direction but I wonder if you could sort of talk about some of those key initiatives I know it's customer driven but wow the the TAM expansion the the customer value that you're bringing it's like a whole new era that you're entering yeah you know everything we build is you guys know we talk about all the time it's just it's driven by what customers want and so we just started over the last six months you know and really by virtue of having this partnership with VMware where we have a lot of enterprise engagement as they're moving to the cloud using VMware cloud and AWS we had a bunch of customers say it's really great I'm moving most my application of the cloud but there's some that aren't moving for a while because they got to be close to selling on-premises and I want to use AWS for this I don't want a different environment can you just find a way to put some services like compute and storage on-premises and hardware but I want to actually use the same control plan I'm going to use for the rest of AWS and I wanted to easily connect with the rest of my applications in AWS and we had you know we didn't like as you and I talked about a week or two ago we just have not like the model that's been out there so far to do this because it's you know the control plane is different the api's are different the tools are different the hardware is different the functionality is different and customers don't like it's why it's not getting much traction and we didn't want to pursue it if we didn't think it was going to be useful but we had this concept we were working on with a couple customers where they wanted compute and storage on-premises but they wanted to have that connect with all the other applications in the AWS cloud and so we have this idea that maybe this local set of compute and storage would be like a far zone from an availability zone they were using and we started thinking about that and we thought there was much more generalized idea which became outposts and so the thing that I think people are gonna love about that is for the applications that can't move easily because they need to be close slang on-premises you get AWS like real AWS compute real AWS Storage Analytics database sage maker will be in there as well but it's the same api's same control playing the same tools the same hardware we use in our data centers and it will easily connect through the same control plane to the rest of AWS the rest of the services and the rest of their applications there so and it provides a platform for a whole host of new services down I mean every customer meeting I've had in the last we made the announcement people are excited about I want to ask you guys are talking about all the innovation and new areas and we're seeing an expansion of the AWS distinct brand and things like TV advertising statcast I wonder what's behind that can you address that yeah it's a good question I mean there's kind of two different types of I'll call it TV advert Swartz we're doing one is straight-up advertising one is less so which is you know the one that less so is that a number of the sports leagues are really interested in and actually pretty sophisticated in using cloud computing and analytics and machine learning if you look at Major League Baseball now NFL and Formula One and they want to make the user experience and the viewer experience so much better and so they're building on top of AWS and then we like the ability of helping them showcase the capabilities that they're you know both the customer experience and the ml and AI capabilities then there's just a straight-up advertising them that we've been trying we tried a little bit of it last q4 and you know it's always very difficult to quantitatively measure tvf but we have a lot of ways that we try to triangulate that and we were really surprised and what looked like the positive numbers we saw for both TV as well as the outdoor media and things like in the airports and things like that and so we decided we would try it again this q4 and you know I think I would call us right now still experimenting yeah and it's very much kind of what Amazon does which is we try different things to see what resonates the see Whitefield says so so far so good and we expect to keep experimenting I I think that's a good call because the brand lift is probably there I'll see impressions get reach vehicle but you guys are in a rising tide market we're hearing co-creation VMware co-creating deep meaningful partnerships you always talk about that so it's kind of this success model of innovation to reimagine the satellite Lockheed Martin a partnership this seems to be a new way to do business in this rising tide how are you guys getting the word out education people want to know more this is a big kind of movement yeah well you know I think that if you looked at the first several years of AWS I was always surprised when I would go see enterprises and they would have no idea that Amazon was doing anything in the cloud even though we had the only cloud offering at the time so I think if you compare where we were a few years ago to today there's you know gigantic awareness relatively speaking but I still think that there are so many majority of workloads still live on premises I mean we have a twenty seven billion dollar revenue run rate business it's growing forty six percent year-over-year and yet we're still at the early stages of the meet of enterprise of public sector adoption in the u.s. you go outside the US where there twelve to thirty six months behind depending on the country in the industry and sometimes it feels like you know like Groundhog's Day well you guys are doing regions out there Italy as was announced yeah you're expanding very fast globally can you talk about that real quick yeah it's it's a you know we've had customers from 192 countries using AWS for many many years but they've been using AWS in regions outside of their country usually because there are a lot of workloads that could stand that latency and where the data doesn't have to be on natural soil but increasingly if you want to help customers get done what they want to and serve the broader array of their applications you have to have regions in their country both so that they have lower latency to their end users and because the data sovereignty laws which are getting really more rigid rather than more flexible let me ask you a question about competition you you said I can't members on the cube or in person there's no compression reach out gorilla for experience and time elastic economies with scale when you have copycat people trying to copy Amazon how do you talk about some of those things that are those diseconomies of scale what are the points that customers should look at when they say okay I got someone else is talking cloud Amazon's got years of experience ahead of the competition more services what do you talk about what do you point to you it's not about slimming the competition but what is the diseconomy of scale to try to match the trajectory of Amazon yeah it's it's a bunch of things you know first of all it's operational performance you know a lot of the hardest lessons you learn and operating of scale only happen when you get to that level of scale and you know there's some events that we see sometimes elsewhere we look at that and then we read the post-mortem we say oh yeah 2011 you know we remember they went through that I don't wish it on anybody but when you have a business at several times larger than the next or providers combined you just said a different level of scale and you've learned lessons earlier I also think that the reason that we continue to have both so much more functionality and innovate at a faster clip and seem to get capabilities that customers want is because we have so many more customers than anybody else you know a lot of times and this is happening all week to where customers will say to me I can't believe that you knew that I wanted that and I always say it's because you told us yeah it's not like we're Nostradamus you've told us that and so when you have so many more customers and when they feel free to give you feedback and when you've built good mechanisms like we have to get that feedback from the field to the product builders it means there's this real flywheel of getting you know getting more customers leads to more feedback leads to more features leads to better functionality where there's a network effect from being on the platform with all those other customers and all those industries I wonder if you could add some color to a premise that we've put forth on your edge strategy so what you guys you know we do a lot of these shows and a lot of the IOT and edge strategies that we've seen from traditional IT players what you call the old guard have fallen flat in our opinion because it's a top-down approach it reminds us of the Windows Phone it just didn't work and it's not going to work as their operations technologies people we see what you've announced here as a Bottoms Up approach you developing an application platform to build secure and manage apps for those folks right at the edge I wonder if you could add some color to that and some thoughts on your edge strategy yeah I mean again for us if we don't have some top-down strategy that you know that I think is grandiose it's just what customers want and so we have so many customers who have all these devices at the edge and all these assets at the edge and they said to us well the first problem I have I want to get this data into the cloud and then I want to do analytics item we say ok well how can we help they say well the first thing is I don't even know how to translate this data from the device protocol to just being able to operate in the cloud so that's the first problem we go solve well then people say ok now I can get it in but I actually I need security like you know if you look at the amount of security options for these edge devices it's a new field you know let that dine attack that took a lot of the internet down a couple years ago came from you know a device on the edge and so that's why you know we built you know a security capability and people say well okay now you've made it so I can run devices but if I'm gonna run thousands of devices I need a way to manage all those devices of scale and we build telling to manage two devices and people say well ok it's great that I can do it and device is big enough that have a CPU but what about when they don't have a CPU you know they have just a microcontroller and that's why we built the our toss piece and you know the list kind of keeps going people so this is great now that I get all this data in the cloud I can take all these analytics actions but on my device sometimes I don't want to make the round trip to the cloud so can you give me a way to use the same programming model and and pick which triggers I want to take action with cloud versus those that want to take on the device itself which was what green grass was so all of those pieces is not some kind of top-down master plan as much as we know that customers have all these devices the edge that they want to use that data analyze that data take action on that data and send it back in multiple ways and you have you have the cloud platform to give them the services to make the tools the right tools for the right job yeah that's the main team yeah so I got to ask you about one of the big controversies that we don't think that's that controversial but the chips that you announced new Amazon Web Services front microprocessors the chips yeah do two of them talk about them and Intel's also a partner a lot of people are talking about this in the press yeah Intel Amazon chips well that annapurna acquisition is Norton they bear fruit was 2015 I think yeah early it really the annapurna team is fantastic and they've added a huge amount of value to AWS and Amazon as a whole you know the first thing I would say is that Intel is a very deep partner of AWS and will be for a long time I mean that that's not changing and we've been a long thought that they were gonna be lots of different processors out there and and different ones that did different things at different price points and so like a lot of other companies we've been interested in arm for a long time and for a while it wasn't mature enough and the technology is matured and we found a way in in building our own ARM chip with graviton where we think we can allow customers to run a lot of their scale out generalize were close but up to 45 percent less expensively and so when you find a value proposition that compelling for customers you need to do it and you know as I mentioned in the keynote yesterday when we were talking about inference we feel like a lot of the world has been solvent for training and not solvent as much for inference yet and we've made training so much easier with the things that we've built in AWS over the last couple years but inferences where most of the cost is gonna be and so elastic inference we think it you know will allow people to be much more efficient in how they use them for use and how they spend money but when you've got the type of workloads at scale and productions that use whole GPUs or that need that low latency where you need it on the hardware of a chip that's optimized for inference they is faster that's more cost effective that's high throughput we can get hundreds of tops on it and thousands to you ban them together he's gonna totally change the game for imprison and so that was something that wasn't easy for us to find elsewhere and when we have team fortunately they could build it and it's the combination of the elastic service of inference with the chip that makes the difference it specialism there so it's not like I mean you can use each on their own and we expect they'll be a bunch of customers who will use each on their own but there will be an opportunity to use those in combination that will be very powerful it comes down to really deeply understanding the customer problem again at night training versus inference and everybody talks about the training right the the technical challenge you got a child is the internet and tells gonna make a lot of money as it stands expanding market banding so they'll get their share the chips get taped out their con a couple year to three year life cycles and everything starts anew every time somebody's building a new chip so I think it's actually great for customers of all sorts that there's multiple processors that are possible but we will have a deep relationship with Intel forever I think so I want to talk about one of the cool demos you did on stage not a lot you did customer did f1 that was a super cool I love that imagery because it said an analogy of high performance competitive racing that can be applied to this play sports anything and the level of accuracy that they need in the real time time series kind of encapsulates a lot of the cloud value talk about the f1 analytic thing are you guys gonna sponsor these events there's a relationship there give us what the picture of what's going on there you have a deep relationship with Formula One where they're using our platform to to do their all their digital properties as well as their analytics and machine learning and it was super cool to see Ross demo the way that they're changing the user experience for for viewers and you know it's it's it's an amazing sport you know it's not watched as much maybe in the US but outside the US that is the motorsport and the way that they're changing the experience the way that they're able to assess what's happening with drivers and with cars and then predict what's actually happening and make the viewer feel like they're actually either in the cockpit or actually in the pit itself with it with the crew is it's really exciting and it's non err to be a partner so you do some events they'll get the cube they're these these big time again there's a tech angle now and everything it's a plug for you to be at the they have one event cloud demócrata you're hitting now new industries I mean this is the thing right I mean it's disrupting every industry I mean what aren't you disrupting I mean what areas do you see that yet aren't coming online to the cloud I don't see industry segments at this point that aren't moving to the cloud I would have told you 18 to 24 months ago that I felt like financial services was moving a lot more slowly than then I thought they should or you know probably healthcare also was a little bit slower but both of those industry segments are moving very aggressively well it's taking longer they're high-risk industries and the digital transformation has it occurred fast enough but it's coming and there's regulatory pieces that they legitimately have to sort through and you know we have just if you look at financial services as an example we have a pretty significant team that does nothing but work with our partners to help them with the regulatory bodies because what we find is when we go with a customer to a regulator and show them a real use case and then how it will be done in a DOP is the regulator says oh well that's more secure that you do on-premises and so it's just an education process and you know I think that's been helpful in it and I'll get final questions for you what have you observed here at reinvent Houston glad people talking so you get a lot of feedback actually to clopped two-part question because I was asked the final final question so I'll just get it out front what are people missing of all the announcements you've had a lot of signal in there a lot of a lot of announcements what are what is something that you've observed that you think should be amplified that people might have not overlooked but like you feel like it's more important to sign the light on we'll start with that one well you know it's a little hard for me to tell this moment just because there have been so many in such a short amount of time and and if we just look a little bit at the coverage it seems and if I take just as inputs they comments and and the questions from customers it's been pretty broadly understood and people are pretty excited and as I said different segments have kind of their favorite areas but I feel like people are pretty excited by the breadth of capabilities you know I think that if I pick two in particular I would say that people are still in the machine learning space people are blown away by how much we provided are all three layers of the stack I think people are still getting their heads around which layer of the stack am I gonna participate at you know I mean the one that probably has the most potential for most companies is that middle layer because most companies have gobs of data and there are jewels in that data and if you can enable their developers their everyday developers to be able to build models and get at the predictive value and add value that has huge impact for companies moving forward but most modern companies with technology functions will use all three layers of the stack and so just getting their arms around which layers of the stack they should take advantage of first and having the personnel to be able to do it and we're making that much easier with things like sage maker and then you know I think if you look at the blockchain space I think that that is just one of those spaces that has a huge amount of buzz people talk a lot about it exactly sure sometimes what they're gonna do but but I also think that a lot of people said to us that breaking those into those two real customer jobs to be done and then having a great solution that does each of those jobs really well is not only something that AWS does all the time that makes it easier for them but it also made it easier for a lot of them to understand that a lot of customers said to us you know that qld be that ledger database with a single trust of central authority for my supply chain that's what I need for my supply chain I don't need all the complexity of a blockchain framework and then there were a lot of other people said oh yeah that is what I want I wanted to decentralize trust between peers but I just needed a way easier way to manage hyper ledger fabric and etherium so I think those are two that people like are so interested and still figuring out how to use as expansively as I think they hope they will Andy thanks so much for your time and I want to just say watching you guys in the past six years has been a fun journey together but watching the execution you guys have done an amazing job of keeping your eye on the ball and being humble but being proud and loud at the same time so congratulations and you know guns blaring in 2019 what's your top pray all right besides listening to the customers what's your top 20 19 we know you listen to cut oh my gosh we have so many things that we're doing in 2019 but you know we have a lot of delivery in front and in front of us I mean as much as we launched 140 unique things over the last six to eight business days and yet I tell you to stay tuned the rest of 2018 we have more coming and then in nineteen you'll you should expect to see more few capabilities more database capabilities more machine learning capabilities more analytics capability look a lot I could spend all night John we don't need it we don't need a post reinvent post you know traumatic announcements syndrome because just to digest it all yeah it's a lot of work looking forward to seeing how enterprises continue to make to to kind of manage their hybrid approach as they're as they're making this trend transition from on-premises to the cloud how many continue to jump on to VMware cloud an AWS how many jump onto outpost so I think that that transition and helping customers do that easily is something on here of course we'll be commentating and pontificating on that for the next year thanks for your time I really should have me and I appreciate that you guys come at regular pay our pleasure okay winding down that's the last interview here wall to wall covers two cents 110 interviews in the books we'll have 500 video assets total blog post on Sylvia angle calm that's reinvent closing down 2018 thanks for watching [Music]

live from Las Vegas it's the Cuban covering AWS reinvent 2017 presented by AWS Intel and our ecosystem of partners ok welcome back everyone we're here live in Las Vegas forty two thousand plus people maybe forty five huge numbers here at AWS reinvent twin seventeen Amazon Web Services annual conference wall-to-wall coverage our third day I'm John Ferrier the co-founder of silicon Anglo what's two Minutemen we're here with Andy Jesse the CEO of Amazon Web Services the Andy crate to see you again great to see you thanks for having me on graduations we had a great chat a week ago you and I sat down for breakfast and you kind of laid out you kind of laid out with a plan for the show here but I you kind of left a lot out of this you hold it back I've know every three hours from I thought I had a great story you needed the floor our breakfast oh damn it's good what an announcement I mean your keno two and a half hours I mean the longest keynote I've seen just non-stop announces you went right into a no preamble right into the announcements how many announcements did you do like fifty plus or what was the number I think there were 22 news services and features announced in the keynote I did alright so you gotta look back now as it's coming down to an end to reap the parties tonight what's your take I mousey you're absorbing it still he's still kind of like numb pinch me moment what's what's the vibe what are you feeling right now you know it's been a fantastic week and this is our favorite week of the year just having the chance to spend the week with our entire community and I think that it's been a very successful week in terms of what we were trying to accomplish which was it's always first and foremost of learning and education conference and I think that people feel like the array of sessions they've been able to go to and what they've learned both about the services altogether the new services we announced and then just especially what other peers are doing on top of the platform I think has been really valuable and I've had a lot of customer meetings over the last few days and the conversations have been so excited you know people saying I just can't you know you guys already had so much functionality but I just can't believe the amount of innovation and capability the two guys just released over the last couple days and several people said to me you know how to I knew I was having a meeting with you so I had a list of things I was gonna ask you to to deliver and during your keynote I kept going check check check so they're a really positive excited conversation talk about the flywheel what's going on with you guys right now I use that term kind of a pun intended because you've got some flywheel going on as you add more services I detailed in my story after we met I teased out this is a competitive advantage for you you just listen to listening to customers but you're putting out more services there's leveraging those services so it's good for customers but I worry about the complexity and they might worry about the complexity how do you talk about that and how does your team address that because I mean tsunami of services yeah well you know I think that the first thing to remember is that simply because we have a lot of functionality doesn't mean that customers have to know about every single service and every single feature they use what they need when they need it and they don't have to pay for it up front and so you know one of the reasons we release so many things during the area of over 1300 services and features this year alone and in about 70 new releases just at reinvent this week is that when you have millions of active customers you have lots of diversity in those customers you know lots of different businesses lots of different priorities lots of different needs and so you know even in the set of customer meetings I've had this week the first question I asked every single customer i sat down with is what are your impressions what are you excited about they were some who said I can't believe I'm so excited about sage maker it's gonna completely change the accessibility of doing machine learning in my org and some said oh I really really wanted those language application services and machine learning others were totally focused on the multi master or aurora on the global tables for dynamodb and the graph database and then still others said you know I love ECS but I've wanted a kubernetes option and then now that I don't even have to manage containers at the server level and I can manage the task level is what I'm excited about still others who are IOT customers that's what cared about so we have so many customers it was such diversity in their businesses and their priorities that they all have a bunch of needs keep on delivering on that and I want to get your reaction something that we've been talking about in the cube all week which is well I've been pushing its due and I've been kind of debating it but we see a clear path towards a new renaissance in software development and invention and it comes down to some of the things that you guys have enabled we saw a lot of go get excited by some of the deep learning I'll see lecture for business and two other things it's easier to do stuff now the application layer because you don't have to build the full stack so we're you guys are talking about a reimagining architecture that was Vernors keynote it's all kind of pointing to a new Renaissance a new way to create value what's your reaction then how do you share that the customers because it's kind of a new new model yeah well I think that this has been happening now for you know the last ten years and I think that people aren't building applications for the most part the way they used to it you know if you if you're building new applications and you're trying to build all the hosting software and all the storage software and all the database software at all the messaging and queuing and analytics and and machine learning you're just wasting resource because because when you when you have the option of using 120 services from a platform like AWS that has thousands and thousands of people working on it delivering on average three-and-a-half new features a day that you could choose to use or not it's so much faster and so much more empowering to let your builders take advantage of that platform you get from idea to implementation and orders of magnitude faster using the cloud and that you know what keeps happening is we just keep adding more and more capabilities that allow people get now even the marketplace we just had Barry Russell on and you go now are bringing a global reach opportunity so not only can you help them get to market faster with coding and building value this growth so it's not just parking the marketplace and hope that something happens they're taking advantage of that growth I think it's a really important point it's it's not just a set of services that we're building but are thousands and thousands vis--vis and SAS providers who are also building products on top of AWS where their business is growing by leaps and bounds I mean one of the interesting things about the marketplace I don't know how much you guys have talked about this in the past or currently is that most if you talk to most software buyers they hate the process it you know it's just how long it takes the negotiation process most the software sellers also hate the process and so if you can find a mechanism which is what we're trying to provide with the AWS marketplace where buyers and sellers can complete those transactions and find each other so much faster it totally changes the world of buying software and consuming software Andy I came in this week pretty excited to look at the adoption of server lists and you know congratulations you've impressed a lot of announcements talked a lot of customers the thing that probably impressed me the most is it went from being kind of just lambda to really integrated all the service it's a much more holistic view but you made a comment that I that a lot of us in the community kind of you know poked at a little witches if you were to build AWS today in 2017 you would build it you know on you mean Amazon yes sorry Amazon on it today now I've talked to startups that are building all server list but you know it was on D gigantic company and you know I talked to Tim I talked to the team a lot of things I can't do so is this a goal or you know it just being kind of kind of the future or you know do you feel that I can put you know a global you know company of your size you know built with yeah yeah it's a good question and you know I really the comment I made was really about directionally what Amazon would do you know in the city in the very earliest days of AWS Jeff used to say a lot if I were starting Amazon today I'd have built it on top AWS we didn't have all the capability and all the functionality at that very moment but he knew what was coming and he saw what people were still able to accomplish even with where the services were at that point I think the same thing is true here with lambda which is I think if Amazon we're starting today it's a given they would build it on the cloud and I think we with a lot of the applications that comprise Amazon's consumer business we would build those on our server list capabilities now we still have plenty of capabilities and features and functionality we need to add to to lambda and our various serverless services so that may not be true from the get-go right now but I think if you look at the hundreds of thousands of customers who are building on top of lambda and lots of real applications you know FINRA is built a good chunk of their market watch application on top of lambda and Thompson Reuters has built you know that one of their key analytics apps like people are building real serious things on top of lambda and the pace of iteration you'll see there will increase as well and I really believe that to be true over the next year or two and you talked a little bit more about competition than then I'm used to hearing in the keynote I mean there's been some pokes at some of the database stuff in that migration but you know when it walked talked about there was this colorful bar chart you put up and you had some data pointing about that you know in your market chairs growing your continuing growth you know how do you look at the market landscape what are people you know still getting wrong yeah I think that I don't think that we actually talked that much more or less about competitors in the keynote there was a slide that had a color chart that may have been the only difference but you know for us it's always about you you could spend so much your time trying to look at what others are doing and wondering what they're gonna do the reality is if you don't stay focused on your customers and what they actually care about you know you're wasting your time about mobile and business years ago Alexa for business is a new thing voice we heard from Berner today it's a new interface so we were talking on the cube it's the first time we're kind of talking about this constant maybe we're the first ones to say it so we'll just say it voice first strategy mobile first created a massive wealth creation iPhone new kinds of application development voice has that same feel voice first interface could spawn massive innovation yeah what's your view their reaction what do you guys talk about internally at Amazon in terms of a how voice will take advantage of all your scale yeah well I strongly agree with what you heard Verner communicate in the in his keynote today which is just you know when we first had phones that had apps and you could do all kinds of things by tapping on the phone like that was revolutionary but then when you experienced a voice app it makes tapping on your phone so circa 2010 and so I think that the world will have a huge amount of voice applications it's gonna be people's preference and in part because it's just a more natural expression than actually tapping and trying to click and type things and so we we had so many customers almost a good chunk of our enterprise meetings that we have throughout the year one of the things customers want to talk about is how can I actually be involved in using Alexa how can I build skills for Alexa and then over the last few months that conversation has started to turn to hey you thinking about making Alexa more useful inside of businesses and for work and so there's so much applicability I think that voice first it's gonna have the same kind of impact or more than the mobile trend or I think it has a chance to have as big an impact I mean all the devices have to continue to evolve and you can see that at Amazon we're continuing to build all kinds of diverse devices but I think voice is gonna be a major mode of how people interact with handi 42,000 people I don't know how you top it congratulations on all your success and appreciate the growth and you've done with the company congratulate breaking chicken wing contest to Tonka yeah we said a Guinness I what is that about come on tell us about this door well I Tatanka is a buffalo wing eating club that we started in Seattle back in 1997 and we go for wings we used to go every Tuesday night for wings and we have membership standards you can become a regular member if you need 10 wings with five pasty wings a pasty wing is you know when the wing sauce sits the room temperature and it kind of congeals it gets Spacey so it's five wings wrapped in that pays platinum membership is 25 wings plus five pasties then we started having eating contests and we call it a tonka Bowl and so when we start a reinvent we very much wanted to have a conference that had a lot of interesting fun quirky events and one of the ideas we had was we said well let's try an eating contest and the first year we tried it we did it a lunchtime down in the basement and nobody wanted to have an eating contest at one o'clock in the afternoon in the middle of rain BAM so then we moved it to Lagasse Stadium here in the Venetian and people started coming so this year we had two groups of about a hundred each one at Lagasse won at the MGM and they they did a 30-minute round and then the top five wing eaters in each venue came back to one place for a second round and the winner apparently ate a cumulative total of 59 wings there were three thousand eight hundred and fifty-seven Wings consumed in the contest about as many features as Amazon has released since the first time event sounds like to continue the momentum and you're eating away at the competition congratulations Andy jazzy CEOs on Web Services the cube thanks for coming in man and I appreciate it guys thanks for being here appreciate it live coverage here from Las Vegas Amazon webster's reinvent annual conference 2017 s the cube I'm John Force to Minutemen be back with more live coverage after this short break [Music]

>> Voiceover: Live from Las Vegas, it's theCUBE, covering AWS re:Invent 2017. Presented by AWS, Intel, and our ecosystem of partners. >> Hey, hello everyone. Welcome back to day two of live coverage as theCUBE's exclusive analysis coverage of AWS re:Invent 2017. I'm John Furrier, co-host on set one with Stu Miniman here, analyst at Wikibon. And we got two sets here at Amazon re:Invent The first time we've done two sets, so much content. We have our directors' set with captains' chairs over there getting all the community content. And all the folks doing the innovation here at AWS. Stu, a lot to talk about. We've had companies come through, tell us about their innovation with AWS. But the bottom line is Andy Jassy's keynote just went off. I mean, he's like the energizer bunny. He keeps going and going and going. Announcement after announcement. I broke that Forbes story, laid out what ended up turning out to be the core messaging. Tons of stories on SiliconANGLE.com around Andy Jassy's exclusive interview that we had about a week and a half ago, prior to re:Invent. He's geared up. He's giddy up, as they say, his favorite word. He's taken on the competition. He took Oracle head on and called Oracle a company that abuses their customers. That was hard core, "abuse." He used the word, "abuse." In this culture, he could have just said, "predator." He's that kind of competitive vibe. Microsoft kind of called out Vinder 2 on the chart. Laying out the sets and services. Amazon putting the aggressive we're real stamp out there. What's your thoughts? You got the only analysis. >> So first of all John, this show is always impressive. One of the ones that I look forward to more than almost anything for the entire year. 43,000 people here. I spent the last day and a half in the analyst sessions. There wasn't a single analyst that was like, "Ho-hum." There are so many announcements. You go down the list and the number 73rd announcement on there, you're like, "I'm not sure." "There's this group of customers that's been waiting "for them and is going to transform their business. "It's potentially going to crush certain parts "of the industry." There's so much happening, there's lots of fanboys here. It's tough not to get exuberant about what's going on. Surprised to see Andy punching a little bit of competitors. Sure, he takes jabs at Larry Ellison every year. You know the red stack stuff, you know database. They're making huge piece on the migration. But talking a little bit more about Google and Microsoft, "Well they must be real competitors," a lot of people are saying, "if they're actually putting them up there, "going through the numbers," so many things we want to dig into here, and throughout the next two days. >> Yeah man, and the fact that he talks about the competitors means that it's still on his mind, although they're still full steam ahead. The thing about Jassy though, getting to know him, his style is not just talk, he walks it more than he talks. He'll only talk trash if he's got a solution in his back pocket. And what's different this year is, the bravado has gone up and the rhetoric around Oracle specifically has been really hard core. I mean he called them an abusive partner to their customers. That's a line in the sand. Those are fightin' words but then he goes on stage and essentially rolls out a series of database options. He spent a lot of time talking about databases, Stu, in his keynote. >> John, we got Aurora Serverless totally talking about, "How many companies, how many resources do you have focused "on managing the infrastructure under your database?" So, RDMS, paired with Serverless, absolutely game changer. People are super excited about it. There's so much going on. But I mean, John just take alone, the one thing they put up, it was one of the Gartner slides, and what's Amazon at now, 44% up from 39%? So there's talk about growth rates and everything like that. Amazon chugging along, dominant in their space, and so many pieces. >> That's the one critique I would give Jassy, the one thing I don't like about his keynote, and I don't like in general about Amazon is, they talk new guard, new guard, old guard is bad. They're using Gartner slides, too. I mean, you couldn't old guard then Gartner. Magic Quadrant has nothing to do with the presentation. It was infrastructures of service, didn't include platform as a service, didn't include SAS. I mean, they're using the wrong scoreboard. Now, I think he throws it up there because buyers kinda use Gartner as kind of a bellwether but they're not, they're old guard. He's got to get better stats and I'm pressuring them to get the stats. What is the scoreboard for cloud? >> Well, john, you know one of the things we always look at, there's two days of keynotes. Today is really the enterprise. Enterprise, Andy says, we're in kind of the early part of massive adoption from enterprise. He's talking enterprise-speak and yeah, they go to the Gartner Magic Quadrant, absolutely. John, what's happening in the software world? I mean, that's really where this is is the change of what's happening in the software. Amazon's at the vanguard. There was plenty of things that I'm sure developers will love here, but it wasn't the big focus of today's keynotes. >> To me, the canary in the coalmine is developers. The canary in the coalmine for the big mega trans are also venture capitalists. The canary in the coalmine of the startup entrepreneurs, those alpha entrepreneurs and last night we had a chance. I sat down multiple one on ones with some venture capitalists. We had some here on theCUBE, then we went to the Greylock, Amplify, and then IVP party and haD a chance to talk to some people. The general sentiment is this, we are in a sea change. It's like a tsunami. The whole beach is exposed before the big wave comes in, Stu. The top venture capitalists like Greylock and others, are looking at this going, "the models have changed." The funding model, the dynamics and everyone is going, "holy shit." That's where this renaissance in software development is happening and the top guys on the entrepreneurial side is saying, "the new way to do it is, "take less funding, I need to get in market fast "with a product, I need a partner that's gonna get me." The rest of the market is deer in the headlights, Stu. They're like, "wait a minute, do I compete with Amazon? "Do I partner with Amazon? "Which could do I use?" They get caught rearranging the deck chairs and they're taking their eye off the ball which is software. >> So john, the struggle I've been hearing, you know, you talked to a bunch of Amazon customers already this week. If you're in the enterprise and you're building your strategy, you got to write it on a whiteboard or an etch-a-sketch because things are changing so fast. The thing I was really looking forward to is what were they gonna be in cubernetties and you know, server list, huge promise, what are they delivering? What was the proof point? And I have to say, definitely impressed with what I saw so far. >> What's the top? I mean first of all, you're in the analyst meeting and I heard feedback from the analysts like, "we can't even comprehend all these things." I want you to boil it down for the folks not here and they're gonna be reading some blog posts and still getting a lot of coverage to go through certainly on theCube and SiliconANGLE will keep on. Bottom line, what's the executive summary in your mind, Stu? What should people pay attention to? What's the most important story? >> It is impossible to give one story to everyone but let me start with, Andy lays out, in your interview for Forbes and what he talked about in the keynote, kind of a compute continuum so if you're just using compute instances, there are some new big ones. If you want your AI stuff, your big data, they've got new compute instances. The bare middle offering is basically the fruits of what they have to do to be able to get vmware on AWS to work and they're now making that same instance available for those that want to be able to do other things with it, bring their own hypervisor, things like that. I could tell you, it's a massive... It's like 72 logical cores, huge amounts of memory and it is gonna be wicked expensive because it's not like most of the instances with Amazon, pick between these six versions, it's one. Here's a server and it's a big server, it's gonna be really expensive. We're gonna be digging in with a couple of vmware executives on that piece but the newer stuff, containers. The last year we've been hearing, Amazon's behind on cubernetties, Amazon's behind on cubernetties. They joined the CNCF for a couple months. Now they have EKS so full supporting cubernetties but here's the nuance, I talked to the people that run that group and ECS is not going away. They're there, we've seen all the time is they say, "oh here's the standard and we're gonna fully embrace it, "but our proprietary's version." Cubernetties doesn't scale the way you need, you gotta do our thing. Cubernetties, we can't integrate it with all our services, you know use our services. Andy was like, "hey, we're gonna give you a choice." Underneath that they had farpoint, I'm sorry fargate. Fargate is the underlying level that basically allows me to take rather than, you know, managing at the server level which really I was managing virtualization before. Now I'm managing at the compute level. When containers came out and Docker was buzzing, it was, "this is the new atomic instance "of how we manage things." Fargate really cooled down at that lower level so you have (mumbles) I keep saying fargate at the bottom level, now I've got ECS or cubernetties and I've got things like istio on top of that. You and I are gonna be at the CNCF show next week, CubeCon and everything like that. I'm sure Amazon is gonna suck a lot of the air out of that with what they're doing and gosh, I haven't even talked about serverless yet. >> First of all I mean, it's hard to boil it down like you said. You can't even breathe at this point, it's so exciting but the thing that is a success at Amazon also could be an Achilles heel because it has complexity so I noticed in messaging was everything to everyone or is everything to everything. It's got this vibe going on... >> Stu: Everything is everything. >> Everything is everything. A lot of people have been criticizing the software business on the community side, supplier side of trying to be everything to everyone. But that's what Amazon's doing, right? They're basically saying, "we're gonna give you everything "but it's not mandated that you choose one." So talk about that dynamic because the people critiquing them and saying, "well they're just throwing all this stuff out there, "it's just a feature." Is it viable? >> It's a great point and right, if you look at traditional enterprise vendors, it was, "oh my god look at that catalog "and all these thousands and thousands of skews "that are out there." I believe the number I heard is in the Amazon services, there's like 30,000 services out there and how do you, as a company, manage that? I talked to one global web company and I gave that. How do you keep up with this? How do you know what to do? And he's like, "well, we reach a certain price point. "I've got two TAMs, they help us work through this." There's no way any one person or even any company could be an expert on this. That's where Amazon needs to get consultative. That's where SIs need to come in. I'll tee up, that's where serverless really comes in because there's certain pieces that, as Andy talked about in the keynote, you know lambda is going everywhere. It's getting integrated into the environment. There's certain pieces of the stack that before I needed to choose my compute instance. I needed to figure out how much memory. I have to do all of these kind of things. If I choose a certain layer of integration, Amazon is gonna take care of those things underneath so absolutely they hear loud and clear that they want to simplify things. What was it, last year light sale was one of the big announcements. There's so many things. Spot instances had a huge growth to be able to drive down costs this year. I mean, dozens and dozens of features that Andy talked about this morning. Serverless, John, really massive wave. (mumbles) >> Let's connect the dots. There's a lot to talk about, we've got Werner Vogles keynote tomorrow. That should be really geeky and tech under the hood, but what Jassy is putting out there is a lot of the stuff you're mentioning but also he's got a wireless camera for facial recognition, they've got transcribe recognition, poly, lex, so the sets of services that are new and new guard like and the use cases from this are interesting. A lot of different connective devices so you see a little IOG. They're kind of laying out like this is a landscape. You know, we're gonna do statcast for MLB, NFL. We got edge devices, databases for S3. The programming model, the new assembly model. It's very modular. This is like the building blocks approach. It's not just the lambda and S3. You've got wireless cameras that do facial recognition. >> Right, because John, I talked to a couple customers that are doing serverless and they're working with Amazon and it's like, "oh well, where do you think of serverless functions as a service?" And they're like, "well really I have you know..." One customer was like, "I have a bunch of my own services "and I have APIs I write and now I can just call into "various Amazon services so it makes..." John, the whole API economy that we've been talking about for many years, you know, this is really Amazon having this come to fruition. I should be able to write my own APIs that can program to many of Amazon's APIs. If Dave Vellante was here, I'm sure he'd be talking about API creep because there's so many pieces but you know, Amazon, Andy is saying, "we have everything of the best." I think a lot of he's trying to attack there. Many customers we've talked to, they're going multi-cloud. What does that really mean? It's Amazon the primary. When are they using Google, Microsoft, Oracle, IBM? There's so many pieces. >> Stu, it's impressive to me. I get called a fanboy all the time, but I just call it as I see it and Amazon is crushing everyone else, in my opinion. There's no doubt about it. When we get more data from Microsoft or Google, then we'll compare, you know, and Oracle. They're not even talking so like they're hiding. They're building again. The tsunami is coming. The war is here. No doubt there's a cloud war and Microsoft is in it to win it. Google's hardcore so this is game on. What Amazon is doing is they're integrating new kinds of interactivity. You start to see Twitch more here. You see the NFL demo on stage that Andy did. The actual data that they're getting from the sensors. They're integrating the application so you know Goldman Sachs never goes on stage and does a testimonial. The guy's basically giving a lovefest for Amazon. That's Goldman Sachs. So you have new software models that are coming. This is something I think nobody's seeing. I think you talk to hardcore dudes. The infrastructures now with serverless is enabling creativity and I think this renaissance is for real. >> John, you nailed something. It's Sandy Carter who you know and have had on theCUBE many times, joined Amazon within the last year, talked about how Amazon, not just AWS but Amazon, is helping customers with buzzword digital transformation but how do you innovate? It's not just Amazon Web Services, there's so many things that the broader Amazon portfolio can tie into, you know. Absolutely, it's impressive. Customers always said it used to be like, "oh how can I have a network that's kinda like Google's?" Now it's "how can I innovate like Amazon?" >> Well Stu, we go to all the shows. We didn't go to Oracle Open World this year. Again, they're kind of silent right now because they don't want to talk to the press because they're gearing up. You've got Oracle, Microsoft, certainly very aggressive, more aggressive than Oracle, but Jassy is laying the line in the sand so we're gonna watch the new guard old guard thing play out. Microsoft is absolutely moving the needle. They are coming up to Amazon. There's no doubt that they're in the sights, in the rearview mirror. I think everyone else is really gearing up. You've got Alibaba cloud in China coming to the US. This is going to be exciting. The cloud game has got so much action in it. It's got the geeky under the hood and the sexiness of the application, Stu. I'm really super excited. >> Yeah, there's just so much information, you know. Choose your category. Choose where you're going. There is just no shortage. Everybody is geeking out. The big complaint is like how there's too many people. If you go standby, you go an hour ahead of time and you're still there and it's spread out, you know. The Aria and the MGM, there's all these things there. We're here at the heart of what used to be the one facility and now it's just spread out so much so you really need to kind of choose your focus, dig on in, and you know, we've got so many interviews. >> Stu, we're gonna want to wrap this up by saying the company that's behind us, you can't see or maybe you're able to see in the shot that's winning that no one's talking about much because they're just winning is Intel. They sell more chips. They sell more compute. The compute game is where it's at. You've just Intel kind of quietly under the surface and this growth is only gonna help Moore's law and everything else. >> John, it's just like the old Intel inside, you know. Amazon does more. They're buying more compute, whether that's standard compute, it's containers, or serverless at the end of the day, there's some Intel chips underneath almost all of it today. >> Intel's not putting their strategy up but it's clear to me through observation and talking to them, is that they're targeting the cloud as that new inside moment. They want to power the top clouds. They already are. They're kinda quietly keeping their nose clean and have their head down and power all those clouds. TheCUBE here powering all the data here at AWS re:Invent. I'm John Furrier, Stu Miniman. Day two kickoff, more great coverage. Stay with us, two sets here in Las Vegas. We'll be right back. (digital music)

>> Announcer: Please welcome Vice President of Worldwide Marketing, Amazon Web Services, Ariel Kelman. (applause) (techno music) >> Good afternoon, everyone. Thank you for coming. I hope you guys are having a great day here. It is my pleasure to introduce to come up on stage here, the CEO of Amazon Web Services, Andy Jassy. (applause) (techno music) >> Okay. Let's get started. I have a bunch of questions here for you, Andy. >> Just like one of our meetings, Ariel. >> Just like one of our meetings. So, I thought I'd start with a little bit of a state of the state on AWS. Can you give us your quick take? >> Yeah, well, first of all, thank you, everyone, for being here. We really appreciate it. We know how busy you guys are. So, hope you're having a good day. You know, the business is growing really quickly. In the last financials, we released, in Q four of '16, AWS is a 14 billion dollar revenue run rate business, growing 47% year over year. We have millions of active customers, and we consider an active customer as a non-Amazon entity that's used the platform in the last 30 days. And it's really a very broad, diverse customer set, in every imaginable size of customer and every imaginable vertical business segment. And I won't repeat all the customers that I know Werner went through earlier in the keynote, but here are just some of the more recent ones that you've seen, you know NELL is moving their their digital and their connected devices, meters, real estate to AWS. McDonalds is re-inventing their digital platform on top of AWS. FINRA is moving all in to AWS, yeah. You see at Reinvent, Workday announced AWS was its preferred cloud provider, and to start building on top of AWS further. Today, in press releases, you saw both Dunkin Donuts and Here, the geo-spatial map company announced they'd chosen AWS as their provider. You know and then I think if you look at our business, we have a really large non-US or global customer base and business that continues to expand very dramatically. And we're also aggressively increasing the number of geographic regions in which we have infrastructure. So last year in 2016, on top of the broad footprint we had, we added Korea, India, and Canada, and the UK. We've announced that we have regions coming, another one in China, in Ningxia, as well as in France, as well as in Sweden. So we're not close to being done expanding geographically. And then of course, we continue to iterate and innovate really quickly on behalf of all of you, of our customers. I mean, just last year alone, we launched what we considered over 1,000 significant services and features. So on average, our customers wake up every day and have three new capabilities they can choose to use or not use, but at their disposal. You've seen it already this year, if you look at Chime, which is our new unified communication service. It makes meetings much easier to conduct, be productive with. You saw Connect, which is our new global call center routing service. If you look even today, you look at Redshift Spectrum, which makes it easy to query all your data, not just locally on disk in your data warehouse but across all of S3, or DAX, which puts a cash in front of DynamoDB, we use the same interface, or all the new features in our machine learning services. We're not close to being done delivering and iterating on your behalf. And I think if you look at that collection of things, it's part of why, as Gartner looks out at the infrastructure space, they estimate the AWS is several times the size business of the next 14 providers combined. It's a pretty significant market segment leadership position. >> You talked a lot about adopts in there, a lot of customers moving to AWS, migrating large numbers of workloads, some going all in on AWS. And with that as kind of backdrop, do you still see a role for hybrid as being something that's important for customers? >> Yeah, it's funny. The quick answer is yes. I think the, you know, if you think about a few years ago, a lot of the rage was this debate about private cloud versus what people call public cloud. And we don't really see that debate very often anymore. I think relatively few companies have had success with private clouds, and most are pretty substantially moving in the direction of building on top of clouds like AWS. But, while you increasingly see more and more companies every month announcing that they're going all in to the cloud, we will see most enterprises operate in some form of hybrid mode for the next number of years. And I think in the early days of AWS and the cloud, I think people got confused about this, where they thought that they had to make this binary decision to either be all in on the public cloud and AWS or not at all. And of course that's not the case. It's not a binary decision. And what we know many of our enterprise customers want is they want to be able to run the data centers that they're not ready to retire yet as seamlessly as they can alongside of AWS. And it's why we've built a lot of the capabilities we've built the last several years. These are things like PPC, which is our virtual private cloud, which allows you to cordon off a portion of our network, deploy resources into it and connect to it through VPN or Direct Connect, which is a private connection between your data centers and our regions or our storage gateway, which is a virtual storage appliance, or Identity Federation, or a whole bunch of capabilities like that. But what we've seen, even though the vast majority of the big hybrid implementations today are built on top of AWS, as more and more of the mainstream enterprises are now at the point where they're really building substantial cloud adoption plans, they've come back to us and they've said, well, you know, actually you guys have made us make kind of a binary decision. And that's because the vast majority of the world is virtualized on top of VMWare. And because VMWare and AWS, prior to a few months ago, had really done nothing to try and make it easy to use the VMWare tools that people have been using for many years seamlessly with AWS, customers were having to make a binary choice. Either they stick with the VMWare tools they've used for a while but have a really tough time integrating with AWS, or they move to AWS and they have to leave behind the VMWare tools they've been using. And it really was the impetus for VMWare and AWS to have a number of deep conversations about it, which led to the announcement we made late last fall of VMWare and AWS, which is going to allow customers who have been using the VMWare tools to manage their infrastructure for a long time to seamlessly be able to run those on top of AWS. And they get to do so as they move workloads back and forth and they evolve their hybrid implementation without having to buy any new hardware, which is a big deal for companies. Very few companies are looking to find ways to buy more hardware these days. And customers have been very excited about this prospect. We've announced that it's going to be ready in the middle of this year. You see companies like Amadeus and Merck and Western Digital and the state of Louisiana, a number of others, we've a very large, private beta and preview happening right now. And people are pretty excited about that prospect. So we will allow customers to run in the mode that they want to run, and I think you'll see a huge transition over the next five to 10 years. >> So in addition to hybrid, another question we get a lot from enterprises around the concept of lock-in and how they should think about their relationship with the vendor and how they should think about whether to spread the workloads across multiple infrastructure providers. How do you think about that? >> Well, it's a question we get a lot. And Oracle has sure made people care about that issue. You know, I think people are very sensitive about being locked in, given the experience that they've had over the last 10 to 15 years. And I think the reality is when you look at the cloud, it really is nothing like being locked into something like Oracle. The APIs look pretty similar between the various providers. We build an open standard, it's like Linux and MySQL and Postgres. All the migration tools that we build allow you to migrate in or out of AWS. It's up to customers based on how they want to run their workload. So it is much easier to move away from something like the cloud than it is from some of the old software services that has created some of this phobia. But I think when you look at most CIOs, enterprise CIOs particularly, as they think about moving to the cloud, many of them started off thinking that they, you know, very well might split their workloads across multiple cloud providers. And I think when push comes to shove, very few decide to do so. Most predominately pick an infrastructure provider to run their workloads. And the reason that they don't split it across, you know, pretty evenly across clouds is a few reasons. Number one, if you do so, you have to standardize in the lowest common denominator. And these platforms are in radically different stages at this point. And if you look at something like AWS, it has a lot more functionality than anybody else by a large margin. And we're also iterating more quickly than you'll find from the other providers. And most folks don't want to tie the hands of their developers behind their backs in the name of having the ability of splitting it across multiple clouds, cause they actually are, in most of their spaces, competitive, and they have a lot of ideas that they want to actually build and invent on behalf of their customers. So, you know, they don't want to actually limit their functionality. It turns out the second reason is that they don't want to force their development teams to have to learn multiple platforms. And most development teams, if any of you have managed multiple stacks across different technologies, and many of us have had that experience, it's a pain in the butt. And trying to make a shift from what you've been doing for the last 30 years on premises to the cloud is hard enough. But then forcing teams to have to get good at running across two or three platforms is something most teams don't relish, and it's wasteful of people's time, it's wasteful of natural resources. That's the second thing. And then the third reason is that you effectively diminish your buying power because all of these cloud providers have volume discounts, and then you're splitting what you buy across multiple providers, which gives you a lower amount you buy from everybody at a worse price. So when most CIOs and enterprises look at this carefully, they don't actually end up splitting it relatively evenly. They predominately pick a cloud provider. Some will just pick one. Others will pick one and then do a little bit with a second, just so they know they can run with a second provider, in case that relationship with the one they choose to predominately run with goes sideways in some fashion. But when you really look at it, CIOs are not making that decision to split it up relatively evenly because it makes their development teams much less capable and much less agile. >> Okay, let's shift gears a little bit, talk about a subject that's on the minds of not just enterprises but startups and government organizations and pretty much every organization we talk to. And that's AI and machine learning. Reinvent, we introduced our Amazon AI services and just this morning Werner announced the general availability of Amazon Lex. So where are we overall on machine learning? >> Well it's a hugely exciting opportunity for customers, and I think, we believe it's exciting for us as well. And it's still in the relatively early stages, if you look at how people are using it, but it's something that we passionately believe is going to make a huge difference in the world and a huge difference with customers, and that we're investing a pretty gigantic amount of resource and capability for our customers. And I think the way that we think about, at a high level, the machine learning and deep learning spaces are, you know, there's kind of three macro layers of the stack. I think at that bottom layer, it's generally for the expert machine learning practitioners, of which there are relatively few in the world. It's a scarce resource relative to what I think will be the case in five, 10 years from now. And these are folks who are comfortable working with deep learning engines, know how to build models, know how to tune those models, know how to do inference, know how to get that data from the models into production apps. And for that group of people, if you look at the vast majority of machine learning and deep learning that's being done in the cloud today, it's being done on top of AWS, are P2 instances, which are optimized for deep learning and our deep learning AMIs, that package, effectively the deep learning engines and libraries inside those AMIs. And you see companies like Netflix, Nvidia, and Pinterest and Stanford and a whole bunch of others that are doing significant amounts of machine learning on top of those optimized instances for machine learning and the deep learning AMIs. And I think that you can expect, over time, that we'll continue to build additional capabilities and tools for those expert practitioners. I think we will support and do support every single one of the deep learning engines on top of AWS, and we have a significant amount of those workloads with all those engines running on top of AWS today. We also are making, I would say, a disproportionate investment of our own resources and the MXNet community just because if you look at running deep learning models once you get beyond a few GPUs, it's pretty difficult to have those scale as you get into the hundreds of GPUs. And most of the deep learning engines don't scale very well horizontally. And so what we've found through a lot of extensive testing, cause remember, Amazon has thousands of deep learning experts inside the company that have built very sophisticated deep learning capabilities, like the ones you see in Alexa, we have found that MXNet scales the best and almost linearly, as we continue to add nodes, as we continue to horizontally scale. So we have a lot of investment at that bottom layer of the stack. Now, if you think about most companies with developers, it's still largely inaccessible to them to do the type of machine learning and deep learning that they'd really like to do. And that's because the tools, I think, are still too primitive. And there's a number of services out there, we built one ourselves in Amazon Machine Learning that we have a lot of customers use, and yet I would argue that all of those services, including our own, are still more difficult than they should be for everyday developers to be able to build machine learning and access machine learning and deep learning. And if you look at the history of what AWS has done, in every part of our business, and a lot of what's driven us, is trying to democratize technologies that were really only available and accessible before to a select, small number of companies. And so we're doing a lot of work at what I would call that middle layer of the stack to get rid of a lot of the muck associated with having to do, you know, building the models, tuning the models, doing the inference, figuring how to get the data into production apps, a lot of those capabilities at that middle layer that we think are really essential to allow deep learning and machine learning to reach its full potential. And then at the top layer of the stack, we think of those as solutions. And those are things like, pass me an image and I'll tell you what that image is, or show me this face, does it match faces in this group of faces, or pass me a string of text and I'll give you an mpg file, or give me some words and what your intent is and then I'll be able to return answers that allow people to build conversational apps like the Lex technology. And we have a whole bunch of other services coming in that area, atop of Lex and Polly and Recognition, and you can imagine some of those that we've had to use in Amazon over the years that we'll continue to make available for you, our customers. So very significant level of investment at all three layers of that stack. We think it's relatively early days in the space but have a lot of passion and excitement for that. >> Okay, now for ML and AI, we're seeing customers wanting to load in tons of data, both to train the models and to actually process data once they've built their models. And then outside of ML and AI, we're seeing just as much demand to move in data for analytics and traditional workloads. So as people are looking to move more and more data to the cloud, how are we thinking about making it easier to get data in? >> It's a great question. And I think it's actually an often overlooked question because a lot of what gets attention with customers is all the really interesting services that allow you to do everything from compute and storage and database and messaging and analytics and machine learning and AI. But at the end of the day, if you have a significant amount of data already somewhere else, you have to get it into the cloud to be able to take advantage of all these capabilities that you don't have on premises. And so we have spent a disproportionate amount of focus over the last few years trying to build capabilities for our customers to make this easier. And we have a set of capabilities that really is not close to matched anywhere else, in part because we have so many customers who are asking for help in this area that it's, you know, that's really what drives what we build. So of course, you could use the good old-fashioned wire to send data over the internet. Increasingly, we find customers that are trying to move large amounts of data into S3, is using our S3 transfer acceleration service, which basically uses our points of presence, or POPs, all over the world to expedite delivery into S3. You know, a few years ago, we were talking to a number of companies that were looking to make big shifts to the cloud, and they said, well, I need to move lots of data that just isn't viable for me to move it over the wire, given the connection we can assign to it. It's why we built Snowball. And so we launched Snowball a couple years ago, which is really, it's a 50 terabyte appliance that is encrypted, the data's encrypted three different ways, and you ingest the data from your data center into Snowball, it has a Kindle connected to it, it allows you to, you know, that makes sure that you send it to the right place, and you can also track the progress of your high-speed ingestion into our data centers. And when we first launched Snowball, we launched it at Reinvent a couple years ago, I could not believe that we were going to order as many Snowballs to start with as the team wanted to order. And in fact, I reproached the team and I said, this is way too much, why don't we first see if people actually use any of these Snowballs. And so the team thankfully didn't listen very carefully to that, and they really only pared back a little bit. And then it turned out that we, almost from the get-go, had ordered 10X too few. And so this has been something that people have used in a very broad, pervasive way all over the world. And last year, at the beginning of the year, as we were asking people what else they would like us to build in Snowball, customers told us a few things that were pretty interesting to us. First, one that wasn't that surprising was they said, well, it would be great if they were bigger, you know, if instead of 50 terabytes it was more data I could store on each device. Then they said, you know, one of the problems is when I load the data onto a Snowball and send it to you, I have to still keep my local copy on premises until it's ingested, cause I can't risk losing that data. So they said it would be great if you could find a way to provide clustering, so that I don't have to keep that copy on premises. That was pretty interesting. And then they said, you know, there's some of that data that I'd actually like to be loading synchronously to S3, and then, or some things back from S3 to that data that I may want to compare against. That was interesting, having that endpoint. And then they said, well, we'd really love it if there was some compute on those Snowballs so I can do analytics on some relatively short-term signals that I want to take action on right away. Those were really the pieces of feedback that informed Snowball Edge, which is the next version of Snowball that we launched, announced at Reinvent this past November. So it has, it's a hundred-terabyte appliance, still the same level of encryption, and it has clustering so that you don't have to keep that copy of the data local. It allows you to have an endpoint to S3 to synchronously load data back and forth, and then it has a compute inside of it. And so it allows customers to use these on premises. I'll give you a good example. GE is using these for their wind turbines. And they collect all kinds of data from those turbines, but there's certain short-term signals they want to do analytics on in as close to real time as they can, and take action on those. And so they use that compute to do the analytics and then when they fill up that Snowball Edge, they detach it and send it back to AWS to do broad-scale analytics in the cloud and then just start using an additional Snowball Edge to capture that short-term data and be able to do those analytics. So Snowball Edge is, you know, we just launched it a couple months ago, again, amazed at the type of response, how many customers are starting to deploy those all over the place. I think if you have exabytes of data that you need to move, it's not so easy. An exabyte of data, if you wanted to move from on premises to AWS, would require 10,000 Snowball Edges. Those customers don't want to really manage a fleet of 10,000 Snowball Edges if they don't have to. And so, we tried to figure out how to solve that problem, and it's why we launched Snowmobile back at Reinvent in November, which effectively, it's a hundred-petabyte container on a 45-foot trailer that we will take a truck and bring out to your facility. It comes with its own power and its own network fiber that we plug in to your data center. And if you want to move an exabyte of data over a 10 gigabit per second connection, it would take you 26 years. But using 10 Snowmobiles, it would take you six months. So really different level of scale. And you'd be surprised how many companies have exabytes of data at this point that they want to move to the cloud to get all those analytics and machine learning capabilities running on top of them. Then for streaming data, as we have more and more companies that are doing real-time analytics of streaming data, we have Kinesis, where we built something called the Kinesis Firehose that makes it really simple to stream all your real-time data. We have a storage gateway for companies that want to keep certain data hot, locally, and then asynchronously be loading the rest of their data to AWS to be able to use in different formats, should they need it as backup or should they choose to make a transition. So it's a very broad set of storage capabilities. And then of course, if you've moved a lot of data into the cloud or into anything, you realize that one of the hardest parts that people often leave to the end is ETL. And so we have announced an ETL service called Glue, which we announced at Reinvent, which is going to make it much easier to move your data, be able to find your data and map your data to different locations and do ETL, which of course is hugely important as you're moving large amounts. >> So we've talked a lot about moving things to the cloud, moving applications, moving data. But let's shift gears a little bit and talk about something not on the cloud, connected devices. >> Yeah. >> Where do they fit in and how do you think about edge? >> Well, you know, I've been working on AWS since the start of AWS, and we've been in the market for a little over 11 years at this point. And we have encountered, as I'm sure all of you have, many buzzwords. And of all the buzzwords that everybody has talked about, I think I can make a pretty strong argument that the one that has delivered fastest on its promise has been IOT and connected devices. Just amazing to me how much is happening at the edge today and how fast that's changing with device manufacturers. And I think that if you look out 10 years from now, when you talk about hybrid, I think most companies, majority on premise piece of hybrid will not be servers, it will be connected devices. There are going to be billions of devices all over the place, in your home, in your office, in factories, in oil fields, in agricultural fields, on ships, in cars, in planes, everywhere. You're going to have these assets that sit at the edge that companies are going to want to be able to collect data on, do analytics on, and then take action. And if you think about it, most of these devices, by their very nature, have relatively little CPU and have relatively little disk, which makes the cloud disproportionately important for them to supplement them. It's why you see most of the big, successful IOT applications today are using AWS to supplement them. Illumina has hooked up their genome sequencing to AWS to do analytics, or you can look at Major League Baseball Statcast is an IOT application built on top of AWS, or John Deer has over 200,000 telematically enabled tractors that are collecting real-time planting conditions and information that they're doing analytics on and sending it back to farmers so they can figure out where and how to optimally plant. Tata Motors manages their truck fleet this way. Phillips has their smart lighting project. I mean, there're innumerable amounts of these IOT applications built on top of AWS where the cloud is supplementing the device's capability. But when you think about these becoming more mission-critical applications for companies, there are going to be certain functions and certain conditions by which they're not going to want to connect back to the cloud. They're not going to want to take the time for that round trip. They're not going to have connectivity in some cases to be able to make a round trip to the cloud. And what they really want is customers really want the same capabilities they have on AWS, with AWS IOT, but on the devices themselves. And if you've ever tried to develop on these embedded devices, it's not for mere mortals. It's pretty delicate and it's pretty scary and there's a lot of archaic protocols associated with it, pretty tough to do it all and to do it without taking down your application. And so what we did was we built something called Greengrass, and we announced it at Reinvent. And Greengrass is really like a software module that you can effectively have inside your device. And it allows developers to write lambda functions, it's got lambda inside of it, and it allows customers to write lambda functions, some of which they want to run in the cloud, some of which they want to run on the device itself through Greengrass. So they have a common programming model to build those functions, to take the signals they see and take the actions they want to take against that, which is really going to help, I think, across all these IOT devices to be able to be much more flexible and allow the devices and the analytics and the actions you take to be much smarter, more intelligent. It's also why we built Snowball Edge. Snowball Edge, if you think about it, is really a purpose-built Greengrass device. We have Greengrass, it's inside of the Snowball Edge, and you know, the GE wind turbine example is a good example of that. And so it's to us, I think it's the future of what the on-premises piece of hybrid's going to be. I think there're going to be billions of devices all over the place and people are going to want to interact with them with a common programming model like they use in AWS and the cloud, and we're continuing to invest very significantly to make that easier and easier for companies. >> We've talked about several feature directions. We talked about AI, machine learning, the edge. What are some of the other areas of investment that this group should care about? >> Well there's a lot. (laughs) That's not a suit question, Ariel. But there's a lot. I think, I'll name a few. I think first of all, as I alluded to earlier, we are not close to being done expanding geographically. I think virtually every tier-one country will have an AWS region over time. I think many of the emerging countries will as well. I think the database space is an area that is radically changing. It's happening at a faster pace than I think people sometimes realize. And I think it's good news for all of you. I think the database space over the last few decades has been a lonely place for customers. I think that they have felt particularly locked into companies that are expensive and proprietary and have high degrees of lock-in and aren't so customer-friendly. And I think customers are sick of it. And we have a relational database service that we launched many years ago and has many flavors that you can run. You can run MySQL, you can run Postgres, you can run MariaDB, you can run SQLServer, you can run Oracle. And what a lot of our customers kept saying to us was, could you please figure out a way to have a database capability that has the performance characteristics of the commercial-grade databases but the customer-friendly and pricing model of the more open engines like the MySQL and Postgres and MariaDB. What you do on your own, we do a lot of it at Amazon, but it's hard, I mean, it takes a lot of work and a lot of tuning. And our customers really wanted us to solve that problem for them. And it's why we spent several years building Aurora, which is our own database engine that we built, but that's fully compatible with MySQL and with Postgres. It's at least as fault tolerant and durable and performant as the commercial-grade databases, but it's a tenth of the cost of those. And it's also nice because if it turns out that you use Aurora and you decide for whatever reason you don't want to use Aurora anymore, because it's fully compatible with MySQL and Postgres, you just dump it to the community versions of those, and off you are. So there's really hardly any transition there. So that is the fastest-growing service in the history of AWS. I'm amazed at how quickly it's grown. I think you may have heard earlier, we've had 23,000 database migrations just in the last year or so. There's a lot of pent-up demand to have database freedom. And we're here to help you have it. You know, I think on the analytic side, it's just never been easier and less expensive to collect, store, analyze, and share data than it is today. Part of that has to do with the economics of the cloud. But a lot of it has to do with the really broad analytics capability that we provide you. And it's a much broader capability than you'll find elsewhere. And you know, you can manage Hadoop and Spark and Presto and Hive and Pig and Yarn on top of AWS, or we have a managed elastic search service, and you know, of course we have a very high scale, very high performing data warehouse in Redshift, that just got even more performant with Spectrum, which now can query across all of your S3 data, and of course you have Athena, where you can query S3 directly. We have a service that allows you to do real-time analytics of streaming data in Kinesis. We have a business intelligence service in QuickSight. We have a number of machine learning capabilities I talked about earlier. It's a very broad array. And what we find is that it's a new day in analytics for companies. A lot of the data that companies felt like they had to throw away before, either because it was too expensive to hold or they didn't really have the tools accessible to them to get the learning from that data, it's a totally different day today. And so we have a pretty big investment in that space, I mentioned Glue earlier to do ETL on all that data. We have a lot more coming in that space. I think compute, super interesting, you know, I think you will find, I think we will find that companies will use full instances for many, many years and we have, you know, more than double the number of instances than you'll find elsewhere in every imaginable shape and size. But I would also say that the trend we see is that more and more companies are using smaller units of compute, and it's why you see containers becoming so popular. We have a really big business in ECS. And we will continue to build out the capability there. We have companies really running virtually every type of container and orchestration and management service on top of AWS at this point. And then of course, a couple years ago, we pioneered the event-driven serverless capability in compute that we call Lambda, which I'm just again, blown away by how many customers are using that for everything, in every way. So I think the basic unit of compute is continuing to get smaller. I think that's really good for customers. I think the ability to be serverless is a very exciting proposition that we're continuing to to fulfill that vision that we laid out a couple years ago. And then, probably, the last thing I'd point out right now is, I think it's really interesting to see how the basic procurement of software is changing. In significant part driven by what we've been doing with our Marketplace. If you think about it, in the old world, if you were a company that was buying software, you'd have to go find bunch of the companies that you should consider, you'd have to have a lot of conversations, you'd have to talk to a lot of salespeople. Those companies, by the way, have to have a big sales team, an expensive marketing budget to go find those companies and then go sell those companies and then both companies engage in this long tap-dance around doing an agreement and the legal terms and the legal teams and it's just, the process is very arduous. Then after you buy it, you have to figure out how you're going to actually package it, how you're deploy to infrastructure and get it done, and it's just, I think in general, both consumers of software and sellers of software really don't like the process that's existed over the last few decades. And then you look at AWS Marketplace, and we have 35 hundred product listings in there from 12 hundred technology providers. If you look at the number of hours, that software that's been running EC2 just in the last month alone, it's several hundred million hours, EC2 hours, of that software being run on top of our Marketplace. And it's just completely changing how software is bought and procured. I think that if you talk to a lot of the big sellers of software, like Splunk or Trend Micro, there's a whole number of them, they'll tell you it totally changes their ability to be able to sell. You know, one of the things that really helped AWS in the early days and still continues to help us, is that we have a self-service model where we don't actually have to have a lot of people talk to every customer to get started. I think if you're a seller of software, that's very appealing, to allow people to find your software and be able to buy it. And if you're a consumer, to be able to buy it quickly, again, without the hassle of all those conversations and the overhead associated with that, very appealing. And I think it's why the marketplace has just exploded and taken off like it has. It's also really good, by the way, for systems integrators, who are often packaging things on top of that software to their clients. This makes it much easier to build kind of smaller catalogs of software products for their customers. I think when you layer on top of that the capabilities that we've announced to make it easier for SASS providers to meter and to do billing and to do identity is just, it's a very different world. And so I think that also is very exciting, both for companies and customers as well as software providers. >> We certainly touched on a lot here. And we have a lot going on, and you know, while we have customers asking us a lot about how they can use all these new services and new features, we also tend to get a lot of questions from customers on how we innovate so quickly, and they can think about applying some of those lessons learned to their own businesses. >> So you're asking how we're able to innovate quickly? >> Mmm hmm. >> I think there's a few things that have helped us, and it's different for every company. But some of these might be helpful. I'll point to a few. I think the first thing is, I think we disproportionately index on hiring builders. And we think of builders as people who are inventors, people who look at different customer experiences really critically, are honest about what's flawed about them, and then seek to reinvent them. And then people who understand that launch is the starting line and not the finish line. There's very little that any of us ever built that's a home run right out of the gate. And so most things that succeed take a lot of listening to customers and a lot of experimentation and a lot of iterating before you get to an equation that really works. So the first thing is who we hire. I think the second thing is how we organize. And we have, at Amazon, long tried to organize into as small and separable and autonomous teams as we can, that have all the resources in those teams to own their own destiny. And so for instance, the technologists and the product managers are part of the same team. And a lot of that is because we don't want the finger pointing that goes back and forth between the teams, and if they're on the same team, they focus all their energy on owning it together and understanding what customers need from them, spending a disproportionate amount of time with customers, and then they get to own their own roadmaps. One of the reasons we don't publish a 12 to 18 month roadmap is we want those teams to have the freedom, in talking to customers and listening to what you tell us matters, to re-prioritize if there are certain things that we assumed mattered more than it turns out it does. So, you know I think that the way that we organize is the second piece. I think a third piece is all of our teams get to use the same AWS building blocks that all of you get to use, which allow you to move much more quickly. And I think one of the least told stories about Amazon over the last five years, in part because people have gotten interested in AWS, is people have missed how fast our consumer business at Amazon has iterated. Look at the amount of invention in Amazon's consumer business. And they'll tell you that a big piece of that is their ability to use the AWS building blocks like they do. I think a fourth thing is many big companies, as they get larger, what starts to happen is what people call the institutional no, which is that leaders walk into meetings on new ideas looking to find ways to say no, and not because they're ill intended but just because they get more conservative or they have a lot on their plate or things are really managed very centrally, so it's hard to imagine adding more to what you're already doing. At Amazon, it's really the opposite, and in part because of the way we're organized in such a decoupled, decentralized fashion, and in part because it's just part of our DNA. When the leaders walk into a meeting, they are looking for ways to say yes. And we don't say yes to everything, we have a lot of proposals. But we say yes to a lot more than I think virtually any other company on the planet. And when we're having conversations with builders who are proposing new ideas, we're in a mode where we're trying to problem-solve with them to get to yes, which I think is really different. And then I think the last thing is that we have mechanisms inside the company that allow us to make fast decisions. And if you want a little bit more detail, you should read our founder and CEO Jeff Bezos's shareholder letter, which just was released. He talks about the fast decision-making that happens inside the company. It's really true. We make fast decisions and we're willing to fail. And you know, we sometimes talk about how we're working on several of our next biggest failures, and we hope that most of the things we're doing aren't going to fail, but we know, if you're going to push the envelope and if you're going to experiment at the rate that we're trying to experiment, to find more pillars that allow us to do more for customers and allow us to be more relevant, you are going to fail sometimes. And you have to accept that, and you have to have a way of evaluating people that recognizes the inputs, meaning the things that they actually delivered as opposed to the outputs, cause on new ventures, you don't know what the outputs are going to be, you don't know consumers or customers are going to respond to the new thing you're trying to build. So you have to be able to reward employees on the inputs, you have to have a way for them to continue to progress and grow in their career even if they work on something didn't work. And you have to have a way of thinking about, when things don't work, how do I take the technology that I built as part of that, that really actually does work, but I didn't get it right in the form factor, and use it for other things. And I think that when you think about a culture like Amazon, that disproportionately hires builders, organizes into these separable, autonomous teams, and allows them to use building blocks to move fast, and has a leadership team that's looking to say yes to ideas and is willing to fail, you end up finding not only do you do more inventing but you get the people at every level of the organization spending their free cycles thinking about new ideas because it actually pays to think of new ideas cause you get a shot to try it. And so that has really helped us and I think most of our customers who have made significant shifts to AWS and the cloud would argue that that's one of the big transformational things they've seen in their companies as well. >> Okay. I want to go a little bit deeper on the subject of culture. What are some of the things that are most unique about the AWS culture that companies should know about when they're looking to partner with us? >> Well, I think if you're making a decision on a predominant infrastructure provider, it's really important that you decide that the culture of the company you're going to partner with is a fit for yours. And you know, it's a super important decision that you don't want to have to redo multiple times cause it's wasted effort. And I think that, look, I've been at Amazon for almost 20 years at this point, so I have obviously drank the Kool Aid. But there are a few things that I think are truly unique about Amazon's culture. I'll talk about three of them. The first is I think that we are unusually customer-oriented. And I think a lot of companies talk about being customer-oriented, but few actually are. I think most of the big technology companies truthfully are competitor-focused. They kind of look at what competitors are doing and then they try to one-up one another. You have one or two of them that I would say are product-focused, where they say, hey, it's great, you Mr. and Mrs. Customer have ideas on a product, but leave that to the experts, and you know, you'll like the products we're going to build. And those strategies can be good ones and successful ones, they're just not ours. We are driven by what customers tell us matters to them. We don't build technology for technology's sake, we don't become, you know, smitten by any one technology. We're trying to solve real problems for our customers. 90% of what we build is driven by what you tell us matters. And the other 10% is listening to you, and even if you can't articulate exactly what you want, trying to read between the lines and invent on your behalf. So that's the first thing. Second thing is that we are pioneers. We really like to invent, as I was talking about earlier. And I think most big technology companies at this point have either lost their will or their DNA to invent. Most of them acquire it or fast follow. And again, that can be a successful strategy. It's just not ours. I think in this day and age, where we're going through as big a shift as we are in the cloud, which is the biggest technology shift in our lifetime, as dynamic as it is, being able to partner with a company that has the most functionality, it's iterating the fastest, has the most customers, has the largest ecosystem of partners, has SIs and ISPs, that has had a vision for how all these pieces fit together from the start, instead of trying to patch them together in a following act, you have a big advantage. I think that the third thing is that we're unusually long-term oriented. And I think that you won't ever see us show up at your door the last day of a quarter, the last day of a year, trying to harass you into doing some kind of deal with us, not to be heard from again for a couple years when we either audit you or try to re-up you for a deal. That's just not the way that we will ever operate. We are trying to build a business, a set of relationships, that will outlast all of us here. And I think something that always ties it together well is this trusted advisor capability that we have inside our support function, which is, you know, we look at dozens of programmatic ways that our customers are using the platform and reach out to you if you're doing something we think's suboptimal. And one of the things we do is if you're not fully utilizing resources, or hardly, or not using them at all, we'll reach out and say, hey, you should stop paying for this. And over the last couple of years, we've sent out a couple million of these notifications that have led to actual annualized savings for customers of 350 million dollars. So I ask you, how many of your technology partners reach out to you and say stop spending money with us? To the tune of 350 million dollars lost revenue per year. Not too many. And I think when we first started doing it, people though it was gimmicky, but if you understand what I just talked about with regard to our culture, it makes perfect sense. We don't want to make money from customers unless you're getting value. We want to reinvent an experience that we think has been broken for the prior few decades. And then we're trying to build a relationship with you that outlasts all of us, and we think the best way to do that is to provide value and do right by customers over a long period of time. >> Okay, keeping going on the culture subject, what about some of the quirky things about Amazon's culture that people might find interesting or useful? >> Well there are a lot of quirky parts to our culture. And I think any, you know lots of companies who have strong culture will argue they have quirky pieces but I think there's a few I might point to. You know, I think the first would be the first several years I was with the company, I guess the first six years or so I was at the company, like most companies, all the information that was presented was via PowerPoint. And we would find that it was a very inefficient way to consume information. You know, you were often shaded by the charisma of the presenter, sometimes you would overweight what the presenters said based on whether they were a good presenter. And vice versa. You would very rarely have a deep conversation, cause you have no room on PowerPoint slides to have any depth. You would interrupt the presenter constantly with questions that they hadn't really thought through cause they didn't think they were going to have to present that level of depth. You constantly have the, you know, you'd ask the question, oh, I'm going to get to that in five slides, you want to do that now or you want to do that in five slides, you know, it was just maddening. And we would often find that most of the meetings required multiple meetings. And so we made a decision as a company to effectively ban PowerPoints as a communication vehicle inside the company. Really the only time I do PowerPoints is at Reinvent. And maybe that shows. And what we found is that it's a much more substantive and effective and time-efficient way to have conversations because there is no way to fake depth in a six-page narrative. So what we went to from PowerPoint was six-page narrative. You can write, have as much as you want in the appendix, but you have to assume nobody will read the appendices. Everything you have to communicate has to be done in six pages. You can't fake depth in a six-page narrative. And so what we do is we all get to the room, we spend 20 minutes or so reading the document so it's fresh in everybody's head. And then where we start the conversation is a radically different spot than when you're hearing a presentation one kind of shallow slide at a time. We all start the conversation with a fair bit of depth on the topic, and we can really hone in on the three or four issues that typically matter in each of these conversations. So we get to the heart of the matter and we can have one meeting on the topic instead of three or four. So that has been really, I mean it's unusual and it takes some time getting used to but it is a much more effective way to pay attention to the detail and have a substantive conversation. You know, I think a second thing, if you look at our working backwards process, we don't write a lot of code for any of our services until we write and refine and decide we have crisp press release and frequently asked question, or FAQ, for that product. And in the press release, what we're trying to do is make sure that we're building a product that has benefits that will really matter. How many times have we all gotten to the end of products and by the time we get there, we kind of think about what we're launching and think, this is not that interesting. Like, people are not going to find this that compelling. And it's because you just haven't thought through and argued and debated and made sure that you drew the line in the right spot on a set of benefits that will really matter to customers. So that's why we use the press release. The FAQ is to really have the arguments up front about how you're building the product. So what technology are you using? What's the architecture? What's the customer experience? What's the UI look like? What's the pricing dimensions? Are you going to charge for it or not? All of those decisions, what are people going to be most excited about, what are people going to be most disappointed by. All those conversations, if you have them up front, even if it takes you a few times to go through it, you can just let the teams build, and you don't have to check in with them except on the dates. And so we find that if we take the time up front we not only get the products right more often but the teams also deliver much more quickly and with much less churn. And then the third thing I'd say that's kind of quirky is it is an unusually truth-seeking culture at Amazon. I think we have a leadership principle that we say have backbone, disagree, and commit. And what it means is that we really expect people to speak up if they believe that we're headed down a path that's wrong for customers, no matter who is advancing it, what level in the company, everybody is empowered and expected to speak up. And then once we have the debate, then we all have to pull the same way, even if it's a different way than you were advocating. And I think, you always hear the old adage of where, two people look at a ceiling and one person says it's 14 feet and the other person says, it's 10 feet, and they say, okay let's compromise, it's 12 feet. And of course, it's not 12 feet, there is an answer. And not all things that we all consider has that black and white answer, but most things have an answer that really is more right if you actually assess it and debate it. And so we have an environment that really empowers people to challenge one another and I think it's part of why we end up getting to better answers, cause we have that level of openness and rigor. >> Okay, well Andy, we have time for one more question. >> Okay. >> So other than some of the things you've talked about, like customer focus, innovation, and long-term orientation, what is the single most important lesson that you've learned that is really relevant to this audience and this time we're living in? >> There's a lot. But I'll pick one. I would say I'll tell a short story that I think captures it. In the early days at Amazon, our sole business was what we called an owned inventory retail business, which meant we bought the inventory from distributors or publishers or manufacturers, stored it in our own fulfillment centers and shipped it to customers. And around the year 1999 or 2000, this third party seller model started becoming very popular. You know, these were companies like Half.com and eBay and folks like that. And we had a really animated debate inside the company about whether we should allow third party sellers to sell on the Amazon site. And the concerns internally were, first of all, we just had this fundamental belief that other sellers weren't going to care as much about the customer experience as we did cause it was such a central part of everything we did DNA-wise. And then also we had this entire business and all this machinery that was built around owned inventory business, with all these relationships with publishers and distributors and manufacturers, who we didn't think would necessarily like third party sellers selling right alongside us having bought their products. And so we really debated this, and we ultimately decided that we were going to allow third party sellers to sell in our marketplace. And we made that decision in part because it was better for customers, it allowed them to have lower prices, so more price variety and better selection. But also in significant part because we realized you can't fight gravity. If something is going to happen, whether you want it to happen or not, it is going to happen. And you are much better off cannibalizing yourself or being ahead of whatever direction the world is headed than you are at howling at the wind or wishing it away or trying to put up blockers and find a way to delay moving to the model that is really most successful and has the most amount of benefits for the customers in question. And that turned out to be a really important lesson for Amazon as a company and for me, personally, as well. You know, in the early days of doing Marketplace, we had all kinds of folks, even after we made the decision, that despite the have backbone, disagree and commit weren't really sure that they believed that it was going to be a successful decision. And it took several months, but thankfully we really were vigilant about it, and today in roughly half of the units we sell in our retail business are third party seller units. Been really good for our customers. And really good for our business as well. And I think the same thing is really applicable to the space we're talking about today, to the cloud, as you think about this gigantic shift that's going on right now, moving to the cloud, which is, you know, I think in the early days of the cloud, the first, I'll call it six, seven, eight years, I think collectively we consumed so much energy with all these arguments about are people going to move to the cloud, what are they going to move to the cloud, will they move mission-critical applications to the cloud, will the enterprise adopt it, will public sector adopt it, what about private cloud, you know, we just consumed a huge amount of energy and it was, you can see both in the results in what's happening in businesses like ours, it was a form of fighting gravity. And today we don't really have if conversations anymore with our customers. They're all when and how and what order conversations. And I would say that this going to be a much better world for all of us, because we will be able to build in a much more cost effective fashion, we will be able to build much more quickly, we'll be able to take our scarce resource of engineers and not spend their resource on the undifferentiated heavy lifting of infrastructure and instead on what truly differentiates your business. And you'll have a global presence, so that you have lower latency and a better end user customer experience being deployed with your applications and infrastructure all over the world. And you'll be able to meet the data sovereignty requirements of various locales. So I think it's a great world that we're entering right now, I think we're at a time where there's a lot less confusion about where the world is headed, and I think it's an unprecedented opportunity for you to reinvent your businesses, reinvent your applications, and build capabilities for your customers and for your business that weren't easily possible before. And I hope you take advantage of it, and we'll be right here every step of the way to help you. Thank you very much. I appreciate it. (applause) >> Thank you, Andy. And thank you, everyone. I appreciate your time today. >> Thank you. (applause) (upbeat music)

why from Las Vegas Nevada it's the queue covers AWS reinvent 2016 brought to you by AWS and its ecosystem partners now here your host John Fourier and Stu Mittleman he welcome back everyone we are here live in Las Vegas for Amazon Web Services AWS reinvent 2016 their annual user developer conference I'm John furry with silicon angle Joe and Mike Coast give me a minute with boogie bond it's the cube our flagship program when we go out to the events and extract the signal noise and right now we have some really hot signal it's Andy jassie CEO of Amazon Web Services welcome back to the cube great to see you cube alumni three years in a row now you've been on the cube great to have you back keep the tradition going thanks for coming on it's great to be here and I wanted to congratulate you on your 29th birthday today I wish I'm eighteen actually you're gonna go that way I'll never get over eighteen okay appreciate that appreciate the merry Cammarata bringing the cake out for the team but what a birthday present for us to be at the cube this year because you guys have celebrate your 10 year birthday a little bit younger than I am but the world has changed in the past five years we sat down at your house and in your sports bar talked about the future and that's all on Silk'n angle comm and Forbes magazine calm but you guys have to set the agenda and 32,000 people up from 19,000 it's a significant uptick in attendance the enterprise cloud market is changing you guys are disrupting yeah your thoughts and on what's happened since Tuesday night with James Hamilton laying up a secret sauce of silicon brows back it's not being touched by anybody else efficiencies scale yeah well you know for us it's it's unbelievable to see how many people are here a reinvent I as I said in the keynote yesterday we weren't sure the first year that we could get 4,000 people to come so to have 32,000 people here and 50,000 more on our live streams for the keynotes it's just it's really inspiring and you know our teams spend most their time thinking about new new customer experiences new features new capabilities that enable our customers to build more for their customers and then operating the services and for our team to have a chance to be here with all of our customers for a week and just see how excited people are about what we're doing the platform I mean you really feel it when you're here it's a movement and it's a movement because it allows builders to build customer experiences much quicker than ever before and change their businesses you guys got a spy nose juice got some specific questions on some specific points but I want to get your thoughts on the Amazon what I call spring in your step for the first time at reinvent have seen some bravado but more you know confidence around thinking a position Vernor Vogel said a Mediate that sometimes doesn't understand things or hey why do I want to get a lower price by doubling upfront enough seeing the sales guy you mentioning a little bit of Oracle and but mainly it's the themes around the old garden and a new way so I want you to take a minute to explain your view on this new way this new environment because you're comparing interesting old ways of doing things how people buy from IP suppliers how technology is coded deployed and this new way where the game is all new ballgame everywhere scale changes in how people buy our changing it can you share your thoughts on this new way yeah well that's a I mean there's so much that we could share in that area but I you know I think that if you think about what's different about a company like Amazon and a business like AWS relative to the companies who've been providing infrastructure for the last few decades there are a lot of differences but I'll list a few you know the first is I think many companies talk about being customer focused very few walk and I think Amazon in every business including AWS is extraordinarily customer focused everything we do starts with the customer moves backwards from there 90% of our roadmap but what we build is driven by what customers tell us matters and the other 10% we try to listen to a customer's of trying to articulate and then read in between the lines and invent on their behalf I'd say most of the big technology companies the old guard our competitor focused and that could be a successful strategy they can wait and see what others are gonna do and then try to one-up them it's just not ours we tend to be customer focused second thing is we are pioneers you know we we hire builders who look at customer experiences and see what's wrong with them and then figure out how to reinvent them most of the old guard technology companies have lost their will and their DNA to invent and so they acquire most their innovation and that can work too but I think in a space as dynamic as the cloud which is the biggest technology shift in our lifetime you are much better off with the partner that has the most functionality that's iterating the fastest the most amount of customers the biggest ecosystem who's had the vision for how these things fit together from the start and then the third thing I'd say is that we are unusually long-term oriented you know I think one of the standard old guard tactics is that when a deal is to be done at the end of the quarter or the end of the year they show up at your doorstep and they harass you till you sign a deal only to be heard from again a few years from now well you actually need to sign a new deal that is not the way that we pursue our business we're trying to build a business and instead of customer relationships that lasts all of us and so we operate we treat customers we think long term and we iterate in a different way than you see the old guard do and you wrote the business case for creating AWS I think if somebody you know wrote the case study today they you talk about the flywheel you talk about the effect that scale has on your business I think many look at it is your scale and that flywheel allowed you to kind of compress margins in the industry overall well you know you know right the next business case that was scale let's kind of say if margin and you know you talked about how the race to zero wasn't it beyond kind of ancho piece of scale what is the advantage that you have with the experience and the scale and you know is there a new flywheel that goes beyond what we've been talking about well you know I think that there will be multiple successful players in this space because the market segments is something like AWS addresses are trillions of dollars worldwide but there are gonna be 30 it's gonna be a small handful and it's in part because scale really matters and in part because the amount of functionality that you need for people to choose you as their primary infrastructure technology platform is massive and we have a lot more functionality by a large amount than anybody else now I think that if you look at a couple of the key criteria and reasons that we've been successful one of them is that we just have iterated so quickly I mean I think that the rate at which we deliver new capabilities for customers is pretty unusual I mean every day on average customers wake up and they have three new capabilities they can take advantage of just by virtue of being on the platform but we're also on top of just delivering quickly we're innovating at a really rapid rate I mean look at what we did in building the no sequel database DynamoDB they would build look at what we did in building our own database engineer Aurora which is the fastest growing service in the history of AWS we just made Postgres compatible yesterday look at what we announced on the IOT side yesterday with green grass and with snowball edge look at what we did even with snowmobile where it's been impossible for companies to move large amounts of data look at how many instances we have and then look at us bringing FPGA instances to the client the pace of raw innovation on the AWS platform is very unusual and I think what that does that creates its own flywheel where because you don't have to spend a hundred million dollars upfront to buy an infrastructure platform you only pay for what you use when you make the choice of who you're gonna partner with is your primary infrastructure platform you want the platform the the most capability because it allows you not just to move your existing apps but to be able to launch new ones and any any imaginable business idea you have so one of the advantages Amazon has had both on that the dot-com side and now in the it beside it your data you've got a lot of information I think about what actually said that's part of a new flywheel that you're gonna be doing how much of that data is just what Amazon's gonna be able to drive and how much will that kind of spread to the ecosystem and your customers is there data exchanges or how do you look at data well we certainly have a lot of data and a lot of models and a lot of deep learning capabilities and we expose several of those to the AI services we housed yesterday but I think one of the significant flywheels you'll see over times that so many customers are storing their data inside of AWS because they love our storage services and our data stores that they're gonna want to use that data and they're gonna want to layer on top of it all kinds of analytics services whether it's batch whether it's you know various hadoop applications whether it's real-time processing of streaming data they're gonna want to run their data warehouse off of it and they're gonna want to run machine learning models as well as their AI models on top of it and even though I think loads and loads of companies will use the AI services that we've released yesterday I think a lot of the biggest machine learning that's gonna happen is company's own data companies have huge amounts of data that they want to get better signal from and a lot of that data lives on AWS and they're gonna use a lot of the analytics and machine learning tools that we have to get more value from it and you want to ask you specifically around the cloud competition we've said on the queue I think for you so at the first main event that we were here it's not a winner-take-all to winner take most the multi cloud conversations been going around and that's been kind of confusing people as well one of my goals this year at the reinvent was to look at the VCS dig deep once all the parties talk to entrepreneurs I wanted to find out from the canary in the coalmine the startups the developers what their their sense was they all love AWS because you you had a great service for them but now as the competition comes in Microsoft in particular spending a lot of dough trying to lure them in through their ecosystem Google mean they just have some tech not a lot of Salesforce these terms want to build their own sales forces and might not want to compete with Oracle or or Microsoft together monsters Salesforce massive commission incentives all kinds of mechanics that they're doing in the day and that product may or may not be as strong as you guys what's your message to that group of people that want to win with you what do you say to those guys on how do you look at that and what are the how do you respond to their feedback and what's the outlook for them because that's a big question of people's mind is I love Amazon I want to win with them but I might be lured by well you know I think if you look at the startup market segment the vast majority of startups continue you choose AWS as their provider and in fact you could argue an even larger share than before and the reasons are a few fold number one at the end of the day what startups want is they're trying to build incredible businesses and they're often trying to build businesses where the idea never existed before and to do that well you need the broadest functionality you can get Native US has much broader functionality with anybody else there's also a much larger ecosystem around our platform so if you actually want to use other software in your business you want to be able to use it on the infrastructure technology platform that you choose and again many more info system providers in the ad avails platform but they also are building applications where even though they're startups these security and the availability those applications are a big deal and there's just a lot more maturity in the AWS platform because we've been at it a lot longer you can't learn some of those lessons until you get two different elbows of the curve and as Gardner has said because AWS has several times the aggregate size so the next 14 providers combined we just have a different scale on a different set of lessons now we also help our startups and we go to market with our startups and we have get in front of our customers we have a lot of enterprise customers on the platform we're super interested in the new technology and the new offerings that our startups have and we continue to put them in front of saying at obviously Google obviously that's on the cube actually this morning Google doesn't really have a sales force now not known for customer engagement they're known for technology and I kind of hinted that Amazon doesn't have many sales guys but you do apparently a lot of simple you talk about the number how many sales people what's the field organization look like and he clarified that potential misconception that Amazon is just a self-service cloud well when we launched AWS in 2006 we had two sales people and in fact one of the first calls our first sales person made was to Tom McCaskill is the CEO SmugMug who has been just an incredible customer of AWS and provided so much valuable feedback and the ten and a half years we've been to the market but since then we have a very large field team I mean this is this is not a small team it's a very large field team with a lot of sellers and a lot of solutions architects and a large process yeah I mean it's it's it's you know we don't disclose the exact number but it's thousands it's it's a significant team sellers solutions architects professional services training certification it's a big team and we're continuing to grow at a very rapid rate yeah Andy you know that rapid rate is amazing to watch because you know you've spoken to us before about you look for builders you look for people that you know want challenges and keep learning I've talked to you know a few friends this week that have joined Amazon and they said the culture is different in a good way and I want you to talk about kind of that Amazon ethos there's you know a lot of companies have like mission statements you guys have leadership principles that are up on your website I hear they are you know quoted quite regularly you know in in daily life and it's you know very different can maybe there's a little bit of insight on that well 14 leadership principles and I think they've been the single most important reason that we have been able to scale as fast as we have and scale across the world the way we have without losing our culture and you know there are so many of the leadership principles that I think are really interesting you know one of them has to do with hiring and developing the best and we are really vigilant about not lowering the bar when you're trying to hire as many people as we are at Amazon and AW is a big temptation is just a lower the bar to allow you to move quickly and that's always a mistake when you're trying to build great products for customers I like you know I'll give you a couple the leadership principles I like one is the leadership principle that's being right a lot and when we first started when we rolled out the leadership principles people thought being right a lot meant that it had to be their idea they had at the start that she went with the people would get dug in and argue for their idea but being a leader and being write a lot means that you get to the right answer regardless of whose idea was at the beginning and regardless of how many times you change your mind along the way great leaders change their minds when they get new information so I really like that leadership principle I also really like have backbone disagreeing commit and so what that leadership principle is about is we don't just make it an option we expect employees if they disagree with the direction we're headed regardless of seniority of anybody in the room that they speak up and say we're going the wrong direction we're doing the wrong thing for customers even if we end up making the same decision we're gonna make before we end up with more rigor and the decision and people can argue too you know as long as they want as respectfully as they as they can in making the point and we're at the end of the day a truth-seeking culture so you know that old adage about two people look at a ceiling and one says it's ten feet and the other says it's 14 feet and they say okay let's compromise it's 12 feet what's very rarely twelve feet and so when you have a truth-seeking culture like we have it encourages people to disagree and debate with one but then once we make a decision yeah the disagreeing commit means that even if it's not the direction you were advocating everybody has to get him seeking argument you could say well if the customers not involve which version of the truth the customer has to calibrate that right I mean from here Stanfill ultimately the cut I mean we try to get customers involved the decisions we're making and we we speak to cus for input from customers yeah and we get input all the time but there are also times when you're making these decisions where you can't perfectly know we're trying to make what we think is the right decision for customers we get it right a lot of the time and sometimes we don't and if we don't then we'll learn from it sign here I gotta get this in but I gotta ask you a personal question do you get worried that you guys might get too cocky I mean right now you're on a great run rate the traction is amazing for me personally see it it's pretty stuff you know proud about you guys do this I'm a big fan as you know we're customer but you do a great work how do you guys not get too cocky what's that ethos what do you guys what do you say the customers would say it a little too big for your britches and Ian team how do you calibrate that I think that a lot of that has to do with the culture of the team and I think if you look at the culture of this team it is not a cocky team it's not an arrogant team it's a customer focused team and we I mean I think we're pretty thrilled with how things have gone the first 10 and a half years I don't think any of us would have had the audacity to predict yeah that would be where we are but I think we all know that the next 10 years are gonna have even more innovation and changed in the first 10 years so that's what we're really focused on and you know one another one of our leadership principles says that you know great leaders don't believe that their body odor doesn't stink you know and that's really intended to say that we recognize that there's all kinds of things that we can be doing better yeah and we have to be a constantly learning organization and that's the way we think about our business we have a lot of management style content on silca Daniel my third part of my three-part series with Andy final question I want you to summarize your you know really well done you had some nice clever confident in there the whole superpowers a bombastic claim with some that validated with some meat good very clever I like how you did that how would you summarize the keynote did the boy look down to what you were trying to accomplish what were you trying to convey what was the core theme of your keynote yesterday morning yeah the core theme really is that with the cloud with AWS builders have capabilities that were never before available to them on premises or elsewhere and with those capabilities or superpowers it allows them really to take on any technical challenge that they're facing and to build and implement any idea they can dream up and you know that was really the theme and then you know sprinkled in there we had a few announcements the 14 to be precise yesterday and then some customers who I think you know I think are really vivid illustrations of really reinventing their businesses and building customer experiences that weren't easily possible before doing it on top of AWS well congratulations on all your success I know it's still early I know I know you don't get to coffee knowing knowing you firstly after after the little sitting down with you and reinventing is about pioneering so you got to be humble and congratulations Andy Jesse the CEO of Amazon Web Services here in the cube I'm Sean for Ace to many are you watching Silicon angles the cube we right back with more live coverage of ABS 2016 reinvent after this short break

>>Like for Las Vegas, Nevada, that's the cue governor AWS reinvent 2016, brought to you by AWS and its ecosystem partners. Now, here are your hosts, John furrier and Stu minimum. >>We are here, live in Las Vegas with the cube all week. I'm John minimum. We are breaking down all the re-invent coverage. The cube is going on for three days. Um, Stu and I are going to break down here and studio B the analysis of Andy Jassy, his keynote. This is really day one of the event yesterday was kind of a preview at James Hamilton. Uh, Tuesday evening, I had a great band up there. Uh, and then he came on and delivered a really an Epic performance laying out as a, he's not a showman in the sense of, uh, uh, Steve jobs like, but he has a Steve jobs like cred, uh, James Hamilton, when it comes to the gigs in the community, he delivered the, what I call the secret sauce with AWS as data centers. And then Andy Jassy today with his keynote again is so high pack. >>They start at 8:00 AM, which is kind of not usual for events with so much to up their pack. Councilor came on stage AI Stu. First, I want to get your take on today's keynote with Andy Jassy. You were in the front row. What was going on inside the room? Tip, tell us your perspective, give us the vibe. What was the energy level and what was, what was it like? Yeah. John, as you said, starting at 8:00 AM, it's like a up, we must be talking to the tech audience because developers usually like to start a little bit later than that. Um, it was an embarrassment of riches. Uh, Andy gets on stage, as he told you, when you met with him up at his home in Seattle, uh, they've got, they're going to have about a thousand, you know, major new features updates. Uh, and you know, I think Andy went through a couple of hundred of them up on stage. >>Uh, you know, this is a group of true believers pack. Keynote people started streaming in over an hour ahead of time because only 10,000 could fit in the main tent. They had other remote locations where you could go get, you know, mimosas, bloody Marys or coffee. Uh, if you wanted to watch us, all over that. But it, it, it just to tell you, my fourth year here at the show and it's like, Oh yeah, another tech show. You're going to get keynotes. They're going to make some announcements yawn, no Amazon impresses every year. And they delivered this year. Andy might not be a showman, but you know, he was punching at a, you know, Larry Ellison and Oracle quite a bit. He got huge ovations. Like every time they announced a new compute instance, uh, in lots of these things, uh, and a little bit of show flare, uh, at the end, uh, certainly the going into the database market. >>Uh, but also they're making some really good infrastructure enhancements with the new services. What was your highlight if you're going to look at what the most significant, most important story this morning, what, what was squinting through all the great announcements? What ones you liked best? Oh boy. John, I have to pick one. I mean, here, here's a few number one is, you know, there's, there's some pushback from people in the community that, Oh, you know, they announced another ton of news, you know, compute instances, there's all these different storage configurations. Uh aren't we supposed to be making things simple. Uh, and that's when they had a one Amazon LightSail, which is the virtual private servers in seconds really goes after, you know, kind of a, you know, simple, low cost model, uh, really digital ocean's the leader in that space starting at like $5 a month, John, uh, you know, very exciting. A lot of people, uh, you know, really getting, uh, you know, as to where this could go every year, Amazon has a number of competitors that they're just like up, we see this opportunity. We can go after this. And John, this is not a high margin business. I mean, usually it's like, Oh, okay, database. I understand there's huge margin there. The storage market, of course, LightSail $5 a month. I mean, you know, they make it up in volume, but it's super fast. >>It was on a playbook. It drive the price down as low as possible, and then shift the value with the analytics. Um, and, uh, Aurora PA um, um, uh, pack housing or any chassis said fastest growing service in the history of Amazon last year, he said red shift was that this surpass red shift, uh, the announced Postgres equal on a roar, another big significant customer request. Um, just on and on the database seems to be the lock-in spec that they're trying to undo from Oracle. Um, they're not stopping. I mean, the rhetoric was all time high, John, the picture Larry Ellison popped out, popped in the Oracle. Oh, in the, in, in the O >>We know the long pole in the tent for enterprises is the applications you have making any changes in that, uh, doing any refactoring, you know, tinkering, you know, those are hard things to do. Um, but you know, we've heard a lot from Amazon this week as to how they're helping with migration, how they're giving options, how they're giving bridges, uh, things like VMware on AWS to bridge over from where you are, you know, you can lift and shift it. You can move it, you can rewrite it, lots of options there. Uh, and Amazon just has so many services and so many customers, thousands of systems integrators, uh, you know, thousands of ASVs, uh, and really big enterprises, you know, making statements up on stage. When you get Workday up on stage, John, you get McDonald's up on stage. Uh, you know, it's impressive. >>Some big name accounts, no doubt about it. That's do I want to get your thoughts on James Hamilton? Again, Amazon's got some of the announcements. I mean, some companies will launch entire conference keynote around maybe one or two of what they've done out of the many that they've had here also to note, there's been over 150 partner announcements. So the ecosystems do before we get to Hamilton, I want to talk about the ecosystem. This feels a lot like 2011, VMware. I was kind of joking with Sanjay Poonen the CEO of VMware was just on the cube with us and saying, what do you think about VMworld this year? I mean, re-invent, I was kind of tongue in cheek. I wanted to zinc them a little bit, but stew, this feels like, >>So John, I'm an infrastructure guy, and I want to talk about James Hamilton. One thing we got to cover first green grass. I, you know, green grass is how Amazon is taking their serverless architecture, really Lambda and taking it beyond the cloud. So how do I get, you know, that, that kind of hybrid edge, we talked about it a little bit with Sanjay, but number one, I can start pulling VMware into AWS. Number two, I can now get, you know, my Lambda services, uh, out on the edge, they talked about some IOT plays on, they talked about the snowball edge, uh, which is going to allow me to have kind of compute and storage, uh, down at that edge. Uh, I've seen huge excitement at this show, uh, on the serverless piece developers, it's really quick to work with, uh, twenty-five thousand Amazon echo dots were handed out and I've already talked to people that are already, you know, writing functions for that and figuring out how to can play with it. And God, we haven't even talked about the AI, John with voice and images. How many hours do we have John? >>I we'll get there. Let's stay on green grass for a minute, because if you think about what that's about, I want to get your thoughts on your thoughts on the impact of green grass. I mean, obviously the lamb done, that's got a little edge piece of snowball tied to it. Uh, you know, green grass and high ties forever. The old song by, you know, Southern rock band Outlaws back in the day, this is a significant announcement. What is the impact of that? >>Yeah, well, John, I mean the grass is greener in the cloud, right? So now we're going to bring the green grass, >>No ball when it snowball, my melts extends in the green grass. >>So we're going to be riffing all day on this stuff. So David foyer, uh, our CTO at Wiki bond has been talking for awhile, uh, that, you know, while cloud is great for data, the problem we have is that IOT is going to have most of the, you know, most of the data out on the edge. And we know the physics of moving large amounts of data is really tough. And especially if it's spread out things like sensors, things like wind farms, getting the networking to that last mile can be difficult. That's where things like green grass are going to be able to play in. How can I take really that cloud type of compute and put it on the edge. It really has potential to be a real game changer. I think John, we talked about what hybrid means, uh, and you know, we'll, we'll see a lot, a lot of buzz in the industry about what Microsoft's doing with Azure stack, uh, and you know, lots of pieces, but you know, grass, you know, it gives this new model of programming. It gives the developers, uh, it gives me, you know, I can use the arm processors, uh, out on the edge and, you know, we could try and talk about how that fits with James Hamilton too. >>We are inside the hall next to the cube studio, being so much content. We have to actually set up a separate set. Stu I want to get your thoughts on, I mean, obviously we can go on forever, but the significant innovation on multiple fronts for Amazon, you mentioned Greengrass, snowball, multiple instances. Um, and certainly they got all the analytics on Bubba, the top of the stack with Redshift and other stuff. And he says, streaming goes on and on the list goes on and on, but you look at what they're doing with Greengrass and snowball. And then you go look at what James Hamilton talked about yesterday. Now they're going down an innovating down to the actual physical chip level. They're doing stuff with the network routes, the control in the packet there, no one's touching the packets. They are significantly building the next global infrastructure backbone for themselves to power the world. This is, to me, I thought a subtle talk that James gave. There's a ton of nuance in there. Your thoughts on last, night's a really Epic presentation. I know we're gonna have a sit down exclusive interview with James Hamilton with Rob Hoff, our new editor in chief Silicon angle, but still give us a preview. What blew you away? What got you excited? I mean, it was certainly a geek dream. >>Yeah. I mean, John, you know, James Hamilton is just one of those. You talk about tech athletes, you know, just the, the real heroes in this space, uh, that so many of us look up to, uh, it's been one of the real pleasures of my career working, uh, with the cube that I've gotten to speak to James a few times. Uh, and the first article I wrote three years ago, uh, about what James Hamilton has done is it's hyper optimization. The misconception that people had about cloud is, Oh, it's just a white box. They're taking standard stuff, Amazon. And what James always talks about is how to, you know, really grow and innovate at scale. And that means they build for their environments and they really get down to every piece of the environment, all the software, all the hardware, they either customize it or make their own. So, you know, the big monitor >>And Stu to your point for their own use cases, the home, a prime Fridays and those spike days, he was talking about how they would have to provision months and months in advance to add, to understand some estimated peak that they were spinning up, literally thousands of servers. >>Yeah. So John, you know, Amazon doesn't make a lot of acquisitions, but one that they made is Annapurna labs. So they've got their own custom Silicon that they're making. Uh, so this will really allows them to control, uh, how they're doing their build-out. They can focus on things like performance. Uh, James talked about, uh, you know, how they're, they're really innovating on the network side. He was very early with 25 gigabit ethernet, uh, which really drove down. Some of the costs, gave them huge bandwidth advantages, uh, and kind of leading the way in the industry. Uh, the, the, the thing we've been poking out a bit is while Amazon leverages a lot of open source, they don't tend to give back as much. Uh, they've got the big MX net announcement as to how they're going to be involved in, in the machine learning. And that's good to see they hired Adrian Cockcroft, uh, you know, who lots of us knew from his Netflix days. Uh, and when he was a venture capitalist, he's going to be driving a lot of the open source activity. But James, you know, kind of went through everything from, >>By the way, on your point about source, I set it on the cube and I'll say it again. And you Mark my words. If Amazon does not start thinking about the open source equation, they could see a revolt that no one's ever seen before in the tech industry. And that is the open source community. Now as a tier one, it has been for a long time tier one contributor to innovation, and as a difference between using open source for an application like Facebook and a specific point application or Google for search, if you are building open source to build a company, to take territory from others, there will be a revolts. Do you, John, do you agree? Am I off, >>Uh, revolt might be a little strong, but absolutely. We already see some pushback there. And anytime a company gets large power in the marketplace, you see pushback. We saw it with Oracle, with salt, with Microsoft, we see it with VMware. Uh, so you know, and I think Amazon, here's this point, uh, Andy Jassy talks about how they're making meaningful contributions. I expect Adrian, uh, to make that much more visible. Um, we'll have to get into some of the James Hamilton stuff at a later date, but >>Down with him with Rob posts more on that later, you and I will hit James Hamilton analysis on the key later final thoughts you were giving me some help before we came on to talk here about me saying, I'm bullish on VMware's relationship with AWS. And you said, really? And I said, I am because I am a big fan of VMware, um, also AWS, but for their customers, for AI, for VMware customers, this is a good thing. Now you might have some thoughts on execution. Maybe what's your, why? Why did you roll your eyes when I said that? >>So, John, I mean, you know, I've lots of love for the VMware community. Uh, you know, spent lots of time in that space. Uh, and it, it's good to see, uh, VMware working with the public clouds. However, uh, I think the balance of power Shilton shifts in the side of Amazon being in control here. Uh, and you know, there's a lot of nuance. Where are the services where the value is what's going to be good for customer. Amazon's really good at listening. Uh, and you know, this embarrassment of riches that they do, right? >>A real summary, what bottom line, what happened this morning and your mind abstracted all the way in one soundbite, wait, >>They rolled a truck out, out stage, John, this snowmobile a hundred terabytes, a hundred petabytes of storage and a terabyte of information. Something that, you know, we were like, this is amazing. It's it's the, the maturation of the hybrid message is different from what people have been talking about hybrid, uh, you know, where SAS lives, all the ISV is. Where's the data, where's the application. Amazon's in a really good position. John, there's a big and growing ecosystem here. Uh, but there's a huge battles that I know we're going to get into, uh, out in the marketplace. You know, who's going to win voice, uh, you know, everybody's their apples, their Microsoft, >>Because everyone's jocking for position. Got Google, you got Oracle, you've got IBM. You've got Microsoft all looking at AWS and saying, how do we change the game on them? And we'll be covering this. The cute we are here in Las Vegas studio B cube three days of wall-to-wall Cubs, I'm Jeffers do minimum, breaking it down on day one, keynotes and analysis. Thanks for watching. We'll be right back. Stay tuned to the cube cube siliconangle.tv. You go to siliconangle.com for all the special exclusive stories from re-invent specifically to, with Andy Jassy, James Hamilton, and more thanks for watching.

>>From the sands convention center in Las Vegas, Nevada extracting the signal from the noise. It's the cube covering AWS reinvent 2015. Now your host John furrier. >>Okay. Welcome back. And we are here, live in Las Vegas, Amazon web services, AWS reinvent 2015. This is Silicon angles, the cube, our flagship program. We go out to the events, extract the signal from the noise. I'm John furry, the founders to look in an angle I'm joined here today. Special guests on the cube. Andy Jassy senior vice president of Amazon web services. Basically the CEO of AWS. Uh, great to have you on the queue. >>Great to see you. Thanks for having me. Uh, >>Great. We always tell our tech athletes, uh, on the cube and you're, I know you're a sports fan and we love the MLB highlights, great company. Uh, you're a sportsman. We want to have kind of a, uh, sports chat here about tech. Um, my first question is the keynote, your smile, this year up there, you really had some color, some Andy Jassy, you know, some, some good vibes going, you showed a picture of your daughter. You had dynamic, you were, it was good. You feel different this year. I mean, you just introduced a lot of stuff. So you had good, good support. >>Yeah. Well, you know, first of all, being in re-invent is the best time of the year for all of us data Ws. So we're always very happy to be here and be here with our customers and our partners. And then we had so much to deliver and announced to our customers that we've been holding as a secret for so long that we couldn't wait to get it out. So it was fun to be, uh, asked to be the one to actually share all that information with our customers. >>You even showed a picture of your daughter up on stage. I was talking with too many men, uh, after that, I was like, did he get permission for that to ask? So did you get permission from your daughter? Cause my kids will never let me take a picture and put it on any social media. Nevermind. A keynote. >>Uh, you know, I, I saw a bunch of tweets where people said when I got home after the conference, that I was going to be in trouble at home. But the reality is I actually told Emma that I was thinking about doing it the next morning. And she was the biggest proponent of my thinking about doing it. In fact, she had, she had suggestions of what else I could say about her in the keynote. I said, no, no, no, really this is just about a story and a bridge to the security point, in which case she lost interest, but she was absolutely fine with having her picture >>When you're on the Snapchat, you know, you made it to the top grade of the, in the family community. Sure. That'll ever happen for them. Um, I want to get your take on just your mindset right now. I mean, you've been very successful. Obviously the numbers are all in the press, you know, 7 billion David, David, Jonathan, I always speculate probably 10 billion. You built the largest storage business since NetApp was founded. You built the biggest server business you have now business Intel, all this good stuff happening. You've built a disruption machine. That's really, really changing the industry. The big whales are kind of scratching their heads. They're in turmoil. Um, how do you feel about this? I mean like I know we've talked in the past privately one-on-one you kind of didn't plan it. You're going to go with the customer's going, but you've got an engine of that's also disrupting >>Well, you know, our, our goal is to try to build a technology infrastructure platform that companies and developers to build their applications on top of. And we started off with just this core set of building blocks that were compute and storage and database. And then we've iterated really quickly over the last nine and a half years such that we now have over 50 services and lots of features within those services. And we don't think of it so much as trying to be disruptive as much as just what customers tell us they want, that allow them to move more of their workloads to the cloud and for them to be disruptive in their businesses. They're pursuing what we're about is really enabling other businesses to be successful, whether it's a startup getting going, or whether it's an enterprise is trying to reinvent themselves or whether it's a government is trying to do more for the constituency for less money, >>You know, culture and a is defined, not so much with what the company says, but what the employees do. And, and AWS has a cadence. I call it Jazziz law and you guys are always shipping products. It's kind of a dev ops ethos, but it's also one of discipline. And I know you're a humble guy, but I want to get your take on that. How has that culture fostered internally? I mean, you're constantly putting out with people on coming on the cube. They're like, man, I'm so happy. They filled in the white spaces. Is that part of the cadence now within AWS just to keep shipping more and more, >>More features? Yeah, well, you know, first of all, fairly obvious point, which is anytime you've got a, a significant size business, it's never one person and it's never one person's culture. And we have a leadership team at AWS. That's very strong, has been together for a long time. And, and that group is very committed to iterating quickly on behalf of our customers. And you know, some of that, you set a culture around what are the dates that you're going to ship? What do you ask about meetings on where we are and whether we're on track and then what's your philosophy and on when you ship the products and we have a very strong principle that we don't try to ship all singing, all dancing, monolithic products. We try to pick the minimal amount of functionality that allow our customers to use the service in some meaningful way. And then we organize ourselves and hold ourselves to the standard, to execute on iterating quickly based on what they give us feedback and what they want next. >>You know, the, the business is changing the industry all over the place. The computer industry is now integrated. You guys have led that way, that, that disruption and the innovation, what's the biggest learnings that you've personally have walked away with over the past three years, maybe 10, but in the last three years, because you guys really have moved the needle in the past three years before that certainly the foundation has said been successful, but what's the biggest learnings that's been magnified for you personally? >>Well, I mean, there've been so many. We, we could spend 20 minutes just on the learnings, but I know the one I would probably pick is that I think when we were starting AWS, we started insignificant part because we saw a very strong technology company and Amazon the retailer that was thirsty to move more quickly and needed reliable, scalable cost, effective centralized infrastructure services and what you know, so we thought it had a chance to take off because Amazon needed it. And lots of other companies that may be less technical might need it as well. But I don't think any of us really internalized just how constrained developers and companies have been over the last 30 years. They, you know, builders really want the freedom and the control over their own destiny to pursue the ideas they have that could make their businesses better. And for so long at enterprises, they were so unable to move quickly that all the people inside the company just gave up hope and thinking about new innovations because they knew it was so unlikely to get done. And when you actually give them access to infrastructure in minutes and all the supporting services, so they can get from an idea to actually testing it quickly, all of a sudden it opens up all of the ideas that a company and you get lots of people thinking constantly about your customers and how you can solve problems for them instead of a tiny thing. >>You know, I, I know you're a competitive person. I know you're humble. They don't wanna admit it, but you always say to me privately, we don't think about the competition. We think about our customers and I get that, but you are actually executing a really strong competitive strategy just by playing offense. You guys are shipping more product, but the ecosystem is also now a competitive opportunity. But for you guys and your customers talk about your mindset on that. Because on the business side, you're creating a lot of value for people to make money. Yeah. Certainly in the ecosystem side. So describe your philosophy there. And is it still early days for you guys? It's still a lot more to do. Um, and some of the opportunities that the partners are >>So many opportunities for companies of all sizes to build on top of our platform and build successful businesses and it's astounding. And then we are totally blown away with what our ecosystem partners have built on top of the platform and the success they're having in their businesses. And there's no end in sight to that. I mean, all of these areas, every single area of technology. And I think every application area too, is being reinvented and has an opportunity to have new experimentation quicker than ever because the cloud allows them >>Move much faster. And you did take some shot at the competition with Oracle, obviously they're higher priced and you and you guys are w some of the calls were like a 10th of the cost. You offering products for free migration products. So you guys have that advantage with the cost. >>You know, we've built these database products from the ground up with the cloud in mind. So the power by the cloud, they're highly scalable. They're really flexible. And they have a cost structure that's much more affordable than what the old guard products were. It's why we've been able to add a Redshift, which is our data warehouse service, which is as performant as the old guard data warehouses, but a 10th of the cost same goes for Aurora, which is our new database engine, same goes for QuickSight, which is our new business intelligence service. And so we're building them from the ground up with the cloud in mind so that our customers can move more quickly, have whatever scalability they need, and also have a better cost for the internet >>Of things. Things we're pretty pumped about that we were talking about this morning. Um, but that's kind of one of those things it's kind of out there and edge of the network, connected device, connected cars, you know, pretty obvious it's not anything new per se, but now the way the market's evolving, it's a huge opportunity, right? So I want, is that a pinch me moment for you? We, we kind of saw it out there, but now that you're on top of it, you look at and say, wow, we're really poised for this. And then how do you see that evolving for Amazon? Cause it's almost like you were where the puck came to you guys. >>Yeah, well, you know, most of the big IOT applications today are built on top of AWS. If you look at nest or drop cam or Amazon's echo in the consumer space or alumina or Tata their, their truck fleet application, they build, uh, or Phillips lighting. Those are all built on top of AWS. And yet we always believed that it was more challenging than it should have been for device manufacturers to be able to leverage the cloud. Remember the smaller the device, the less CPU it has and the less disk it has. And the more important the cloud becomes and supplementing its capabilities. So we always felt like it was more difficult than it should have been to connect to AWS. And also for application developers were building the applications that really control these devices. They didn't have tools to deal with things like identity or to deal with things like the state of these devices and be able to build applications that have much more sophisticated capabilities. So that's what our AWS IOT platform capability that Verner announced today is about. And, you know, they're going to be millions of these devices in people's homes and in people's workplaces and oil fields. And we hope that it will be much easier for a customer for companies to build these devices. Now >>I know you're super busy. Thank you so much for that time. We got to ask you one final question. Is it a, is it a thesis, a thesis internally of your business that making things easier is part of the part of the core design cause you guys keep seeping, making easier and easier is that part of the cultural directive to the theme, make things simpler and easier and elegant. >>Everything we do is about the customer and the customer experience. And we're very blessed that we have all kinds of customer feedback loops. And one of the things customers say is we'd actually love using these services. There are some folks in the organization that don't want to have to dig into the details as much, if you can provide abstractions and make it even easier, even better. So, >>So I got to ask you, the baseball question says MLP was on the keynote. What inning are we in in the cloud? >>I still think we're in the first inning. I mean, it's amazing. You know, AWS is a $7.3 billion revenue run rate business. And yet I would argue that that, that we're in really the beginning stages of the meat of enterprise and public sector adoption. And if you look at the segments that AWS has addresses infrastructure, software, hardware, and data center services, that's trillions of dollars globally. So we're, we're in the really beginning stage >>You're Ignacio to who works on your platform. You can have MLB to TV, to, you know, IOT. Yeah. >>We want to enable all of our customers build on top of our infrastructure. Thanks so much for >>Spending the time real quick, Andy Jassy here inside the cube, the CEO of ADFS, I'm sorry. SVP of AWS, senior vice president. Um, built a great team. Congratulations. Great to have you we're live here at AWS reinvent, go to siliconangle.tv to check out all the footage. Next week will be a Grace Hopper celebration of women in technology computing. Uh, watch us there. We're going to continue our coverage after this >>Short break..

>> From theCUBE Studios in Palo Alto and Boston, bringing you data-driven insights from theCUBE and ETR. This is Breaking Analysis with Dave Vellante. >> Spark became a top level Apache project in 2014, and then shortly thereafter, burst onto the big data scene. Spark, along with the cloud, transformed and in many ways, disrupted the big data market. Databricks optimized its tech stack for Spark and took advantage of the cloud to really cleverly deliver a managed service that has become a leading AI and data platform among data scientists and data engineers. However, emerging customer data requirements are shifting into a direction that will cause modern data platform players generally and Databricks, specifically, we think, to make some key directional decisions and perhaps even reinvent themselves. Hello and welcome to this week's wikibon theCUBE Insights, powered by ETR. In this Breaking Analysis, we're going to do a deep dive into Databricks. We'll explore its current impressive market momentum. We're going to use some ETR survey data to show that, and then we'll lay out how customer data requirements are changing and what the ideal data platform will look like in the midterm future. We'll then evaluate core elements of the Databricks portfolio against that vision, and then we'll close with some strategic decisions that we think the company faces. And to do so, we welcome in our good friend, George Gilbert, former equities analyst, market analyst, and current Principal at TechAlpha Partners. George, good to see you. Thanks for coming on. >> Good to see you, Dave. >> All right, let me set this up. We're going to start by taking a look at where Databricks sits in the market in terms of how customers perceive the company and what it's momentum looks like. And this chart that we're showing here is data from ETS, the emerging technology survey of private companies. The N is 1,421. What we did is we cut the data on three sectors, analytics, database-data warehouse, and AI/ML. The vertical axis is a measure of customer sentiment, which evaluates an IT decision maker's awareness of the firm and the likelihood of engaging and/or purchase intent. The horizontal axis shows mindshare in the dataset, and we've highlighted Databricks, which has been a consistent high performer in this survey over the last several quarters. And as we, by the way, just as aside as we previously reported, OpenAI, which burst onto the scene this past quarter, leads all names, but Databricks is still prominent. You can see that the ETR shows some open source tools for reference, but as far as firms go, Databricks is very impressively positioned. Now, let's see how they stack up to some mainstream cohorts in the data space, against some bigger companies and sometimes public companies. This chart shows net score on the vertical axis, which is a measure of spending momentum and pervasiveness in the data set is on the horizontal axis. You can see that chart insert in the upper right, that informs how the dots are plotted, and net score against shared N. And that red dotted line at 40% indicates a highly elevated net score, anything above that we think is really, really impressive. And here we're just comparing Databricks with Snowflake, Cloudera, and Oracle. And that squiggly line leading to Databricks shows their path since 2021 by quarter. And you can see it's performing extremely well, maintaining an elevated net score and net range. Now it's comparable in the vertical axis to Snowflake, and it consistently is moving to the right and gaining share. Now, why did we choose to show Cloudera and Oracle? The reason is that Cloudera got the whole big data era started and was disrupted by Spark. And of course the cloud, Spark and Databricks and Oracle in many ways, was the target of early big data players like Cloudera. Take a listen to Cloudera CEO at the time, Mike Olson. This is back in 2010, first year of theCUBE, play the clip. >> Look, back in the day, if you had a data problem, if you needed to run business analytics, you wrote the biggest check you could to Sun Microsystems, and you bought a great big, single box, central server, and any money that was left over, you handed to Oracle for a database licenses and you installed that database on that box, and that was where you went for data. That was your temple of information. >> Okay? So Mike Olson implied that monolithic model was too expensive and inflexible, and Cloudera set out to fix that. But the best laid plans, as they say, George, what do you make of the data that we just shared? >> So where Databricks has really come up out of sort of Cloudera's tailpipe was they took big data processing, made it coherent, made it a managed service so it could run in the cloud. So it relieved customers of the operational burden. Where they're really strong and where their traditional meat and potatoes or bread and butter is the predictive and prescriptive analytics that building and training and serving machine learning models. They've tried to move into traditional business intelligence, the more traditional descriptive and diagnostic analytics, but they're less mature there. So what that means is, the reason you see Databricks and Snowflake kind of side by side is there are many, many accounts that have both Snowflake for business intelligence, Databricks for AI machine learning, where Snowflake, I'm sorry, where Databricks also did really well was in core data engineering, refining the data, the old ETL process, which kind of turned into ELT, where you loaded into the analytic repository in raw form and refine it. And so people have really used both, and each is trying to get into the other. >> Yeah, absolutely. We've reported on this quite a bit. Snowflake, kind of moving into the domain of Databricks and vice versa. And the last bit of ETR evidence that we want to share in terms of the company's momentum comes from ETR's Round Tables. They're run by Erik Bradley, and now former Gartner analyst and George, your colleague back at Gartner, Daren Brabham. And what we're going to show here is some direct quotes of IT pros in those Round Tables. There's a data science head and a CIO as well. Just make a few call outs here, we won't spend too much time on it, but starting at the top, like all of us, we can't talk about Databricks without mentioning Snowflake. Those two get us excited. Second comment zeros in on the flexibility and the robustness of Databricks from a data warehouse perspective. And then the last point is, despite competition from cloud players, Databricks has reinvented itself a couple of times over the year. And George, we're going to lay out today a scenario that perhaps calls for Databricks to do that once again. >> Their big opportunity and their big challenge for every tech company, it's managing a technology transition. The transition that we're talking about is something that's been bubbling up, but it's really epical. First time in 60 years, we're moving from an application-centric view of the world to a data-centric view, because decisions are becoming more important than automating processes. So let me let you sort of develop. >> Yeah, so let's talk about that here. We going to put up some bullets on precisely that point and the changing sort of customer environment. So you got IT stacks are shifting is George just said, from application centric silos to data centric stacks where the priority is shifting from automating processes to automating decision. You know how look at RPA and there's still a lot of automation going on, but from the focus of that application centricity and the data locked into those apps, that's changing. Data has historically been on the outskirts in silos, but organizations, you think of Amazon, think Uber, Airbnb, they're putting data at the core, and logic is increasingly being embedded in the data instead of the reverse. In other words, today, the data's locked inside the app, which is why you need to extract that data is sticking it to a data warehouse. The point, George, is we're putting forth this new vision for how data is going to be used. And you've used this Uber example to underscore the future state. Please explain? >> Okay, so this is hopefully an example everyone can relate to. The idea is first, you're automating things that are happening in the real world and decisions that make those things happen autonomously without humans in the loop all the time. So to use the Uber example on your phone, you call a car, you call a driver. Automatically, the Uber app then looks at what drivers are in the vicinity, what drivers are free, matches one, calculates an ETA to you, calculates a price, calculates an ETA to your destination, and then directs the driver once they're there. The point of this is that that cannot happen in an application-centric world very easily because all these little apps, the drivers, the riders, the routes, the fares, those call on data locked up in many different apps, but they have to sit on a layer that makes it all coherent. >> But George, so if Uber's doing this, doesn't this tech already exist? Isn't there a tech platform that does this already? >> Yes, and the mission of the entire tech industry is to build services that make it possible to compose and operate similar platforms and tools, but with the skills of mainstream developers in mainstream corporations, not the rocket scientists at Uber and Amazon. >> Okay, so we're talking about horizontally scaling across the industry, and actually giving a lot more organizations access to this technology. So by way of review, let's summarize the trend that's going on today in terms of the modern data stack that is propelling the likes of Databricks and Snowflake, which we just showed you in the ETR data and is really is a tailwind form. So the trend is toward this common repository for analytic data, that could be multiple virtual data warehouses inside of Snowflake, but you're in that Snowflake environment or Lakehouses from Databricks or multiple data lakes. And we've talked about what JP Morgan Chase is doing with the data mesh and gluing data lakes together, you've got various public clouds playing in this game, and then the data is annotated to have a common meaning. In other words, there's a semantic layer that enables applications to talk to the data elements and know that they have common and coherent meaning. So George, the good news is this approach is more effective than the legacy monolithic models that Mike Olson was talking about, so what's the problem with this in your view? >> So today's data platforms added immense value 'cause they connected the data that was previously locked up in these monolithic apps or on all these different microservices, and that supported traditional BI and AI/ML use cases. But now if we want to build apps like Uber or Amazon.com, where they've got essentially an autonomously running supply chain and e-commerce app where humans only care and feed it. But the thing is figuring out what to buy, when to buy, where to deploy it, when to ship it. We needed a semantic layer on top of the data. So that, as you were saying, the data that's coming from all those apps, the different apps that's integrated, not just connected, but it means the same. And the issue is whenever you add a new layer to a stack to support new applications, there are implications for the already existing layers, like can they support the new layer and its use cases? So for instance, if you add a semantic layer that embeds app logic with the data rather than vice versa, which we been talking about and that's been the case for 60 years, then the new data layer faces challenges that the way you manage that data, the way you analyze that data, is not supported by today's tools. >> Okay, so actually Alex, bring me up that last slide if you would, I mean, you're basically saying at the bottom here, today's repositories don't really do joins at scale. The future is you're talking about hundreds or thousands or millions of data connections, and today's systems, we're talking about, I don't know, 6, 8, 10 joins and that is the fundamental problem you're saying, is a new data error coming and existing systems won't be able to handle it? >> Yeah, one way of thinking about it is that even though we call them relational databases, when we actually want to do lots of joins or when we want to analyze data from lots of different tables, we created a whole new industry for analytic databases where you sort of mung the data together into fewer tables. So you didn't have to do as many joins because the joins are difficult and slow. And when you're going to arbitrarily join thousands, hundreds of thousands or across millions of elements, you need a new type of database. We have them, they're called graph databases, but to query them, you go back to the prerelational era in terms of their usability. >> Okay, so we're going to come back to that and talk about how you get around that problem. But let's first lay out what the ideal data platform of the future we think looks like. And again, we're going to come back to use this Uber example. In this graphic that George put together, awesome. We got three layers. The application layer is where the data products reside. The example here is drivers, rides, maps, routes, ETA, et cetera. The digital version of what we were talking about in the previous slide, people, places and things. The next layer is the data layer, that breaks down the silos and connects the data elements through semantics and everything is coherent. And then the bottom layers, the legacy operational systems feed that data layer. George, explain what's different here, the graph database element, you talk about the relational query capabilities, and why can't I just throw memory at solving this problem? >> Some of the graph databases do throw memory at the problem and maybe without naming names, some of them live entirely in memory. And what you're dealing with is a prerelational in-memory database system where you navigate between elements, and the issue with that is we've had SQL for 50 years, so we don't have to navigate, we can say what we want without how to get it. That's the core of the problem. >> Okay. So if I may, I just want to drill into this a little bit. So you're talking about the expressiveness of a graph. Alex, if you'd bring that back out, the fourth bullet, expressiveness of a graph database with the relational ease of query. Can you explain what you mean by that? >> Yeah, so graphs are great because when you can describe anything with a graph, that's why they're becoming so popular. Expressive means you can represent anything easily. They're conducive to, you might say, in a world where we now want like the metaverse, like with a 3D world, and I don't mean the Facebook metaverse, I mean like the business metaverse when we want to capture data about everything, but we want it in context, we want to build a set of digital twins that represent everything going on in the world. And Uber is a tiny example of that. Uber built a graph to represent all the drivers and riders and maps and routes. But what you need out of a database isn't just a way to store stuff and update stuff. You need to be able to ask questions of it, you need to be able to query it. And if you go back to prerelational days, you had to know how to find your way to the data. It's sort of like when you give directions to someone and they didn't have a GPS system and a mapping system, you had to give them turn by turn directions. Whereas when you have a GPS and a mapping system, which is like the relational thing, you just say where you want to go, and it spits out the turn by turn directions, which let's say, the car might follow or whoever you're directing would follow. But the point is, it's much easier in a relational database to say, "I just want to get these results. You figure out how to get it." The graph database, they have not taken over the world because in some ways, it's taking a 50 year leap backwards. >> Alright, got it. Okay. Let's take a look at how the current Databricks offerings map to that ideal state that we just laid out. So to do that, we put together this chart that looks at the key elements of the Databricks portfolio, the core capability, the weakness, and the threat that may loom. Start with the Delta Lake, that's the storage layer, which is great for files and tables. It's got true separation of compute and storage, I want you to double click on that George, as independent elements, but it's weaker for the type of low latency ingest that we see coming in the future. And some of the threats highlighted here. AWS could add transactional tables to S3, Iceberg adoption is picking up and could accelerate, that could disrupt Databricks. George, add some color here please? >> Okay, so this is the sort of a classic competitive forces where you want to look at, so what are customers demanding? What's competitive pressure? What are substitutes? Even what your suppliers might be pushing. Here, Delta Lake is at its core, a set of transactional tables that sit on an object store. So think of it in a database system, this is the storage engine. So since S3 has been getting stronger for 15 years, you could see a scenario where they add transactional tables. We have an open source alternative in Iceberg, which Snowflake and others support. But at the same time, Databricks has built an ecosystem out of tools, their own and others, that read and write to Delta tables, that's what makes the Delta Lake and ecosystem. So they have a catalog, the whole machine learning tool chain talks directly to the data here. That was their great advantage because in the past with Snowflake, you had to pull all the data out of the database before the machine learning tools could work with it, that was a major shortcoming. They fixed that. But the point here is that even before we get to the semantic layer, the core foundation is under threat. >> Yep. Got it. Okay. We got a lot of ground to cover. So we're going to take a look at the Spark Execution Engine next. Think of that as the refinery that runs really efficient batch processing. That's kind of what disrupted the DOOp in a large way, but it's not Python friendly and that's an issue because the data science and the data engineering crowd are moving in that direction, and/or they're using DBT. George, we had Tristan Handy on at Supercloud, really interesting discussion that you and I did. Explain why this is an issue for Databricks? >> So once the data lake was in place, what people did was they refined their data batch, and Spark has always had streaming support and it's gotten better. The underlying storage as we've talked about is an issue. But basically they took raw data, then they refined it into tables that were like customers and products and partners. And then they refined that again into what was like gold artifacts, which might be business intelligence metrics or dashboards, which were collections of metrics. But they were running it on the Spark Execution Engine, which it's a Java-based engine or it's running on a Java-based virtual machine, which means all the data scientists and the data engineers who want to work with Python are really working in sort of oil and water. Like if you get an error in Python, you can't tell whether the problems in Python or where it's in Spark. There's just an impedance mismatch between the two. And then at the same time, the whole world is now gravitating towards DBT because it's a very nice and simple way to compose these data processing pipelines, and people are using either SQL in DBT or Python in DBT, and that kind of is a substitute for doing it all in Spark. So it's under threat even before we get to that semantic layer, it so happens that DBT itself is becoming the authoring environment for the semantic layer with business intelligent metrics. But that's again, this is the second element that's under direct substitution and competitive threat. >> Okay, let's now move down to the third element, which is the Photon. Photon is Databricks' BI Lakehouse, which has integration with the Databricks tooling, which is very rich, it's newer. And it's also not well suited for high concurrency and low latency use cases, which we think are going to increasingly become the norm over time. George, the call out threat here is customers want to connect everything to a semantic layer. Explain your thinking here and why this is a potential threat to Databricks? >> Okay, so two issues here. What you were touching on, which is the high concurrency, low latency, when people are running like thousands of dashboards and data is streaming in, that's a problem because SQL data warehouse, the query engine, something like that matures over five to 10 years. It's one of these things, the joke that Andy Jassy makes just in general, he's really talking about Azure, but there's no compression algorithm for experience. The Snowflake guy started more than five years earlier, and for a bunch of reasons, that lead is not something that Databricks can shrink. They'll always be behind. So that's why Snowflake has transactional tables now and we can get into that in another show. But the key point is, so near term, it's struggling to keep up with the use cases that are core to business intelligence, which is highly concurrent, lots of users doing interactive query. But then when you get to a semantic layer, that's when you need to be able to query data that might have thousands or tens of thousands or hundreds of thousands of joins. And that's a SQL query engine, traditional SQL query engine is just not built for that. That's the core problem of traditional relational databases. >> Now this is a quick aside. We always talk about Snowflake and Databricks in sort of the same context. We're not necessarily saying that Snowflake is in a position to tackle all these problems. We'll deal with that separately. So we don't mean to imply that, but we're just sort of laying out some of the things that Snowflake or rather Databricks customers we think, need to be thinking about and having conversations with Databricks about and we hope to have them as well. We'll come back to that in terms of sort of strategic options. But finally, when come back to the table, we have Databricks' AI/ML Tool Chain, which has been an awesome capability for the data science crowd. It's comprehensive, it's a one-stop shop solution, but the kicker here is that it's optimized for supervised model building. And the concern is that foundational models like GPT could cannibalize the current Databricks tooling, but George, can't Databricks, like other software companies, integrate foundation model capabilities into its platform? >> Okay, so the sound bite answer to that is sure, IBM 3270 terminals could call out to a graphical user interface when they're running on the XT terminal, but they're not exactly good citizens in that world. The core issue is Databricks has this wonderful end-to-end tool chain for training, deploying, monitoring, running inference on supervised models. But the paradigm there is the customer builds and trains and deploys each model for each feature or application. In a world of foundation models which are pre-trained and unsupervised, the entire tool chain is different. So it's not like Databricks can junk everything they've done and start over with all their engineers. They have to keep maintaining what they've done in the old world, but they have to build something new that's optimized for the new world. It's a classic technology transition and their mentality appears to be, "Oh, we'll support the new stuff from our old stuff." Which is suboptimal, and as we'll talk about, their biggest patron and the company that put them on the map, Microsoft, really stopped working on their old stuff three years ago so that they could build a new tool chain optimized for this new world. >> Yeah, and so let's sort of close with what we think the options are and decisions that Databricks has for its future architecture. They're smart people. I mean we've had Ali Ghodsi on many times, super impressive. I think they've got to be keenly aware of the limitations, what's going on with foundation models. But at any rate, here in this chart, we lay out sort of three scenarios. One is re-architect the platform by incrementally adopting new technologies. And example might be to layer a graph query engine on top of its stack. They could license key technologies like graph database, they could get aggressive on M&A and buy-in, relational knowledge graphs, semantic technologies, vector database technologies. George, as David Floyer always says, "A lot of ways to skin a cat." We've seen companies like, even think about EMC maintained its relevance through M&A for many, many years. George, give us your thought on each of these strategic options? >> Okay, I find this question the most challenging 'cause remember, I used to be an equity research analyst. I worked for Frank Quattrone, we were one of the top tech shops in the banking industry, although this is 20 years ago. But the M&A team was the top team in the industry and everyone wanted them on their side. And I remember going to meetings with these CEOs, where Frank and the bankers would say, "You want us for your M&A work because we can do better." And they really could do better. But in software, it's not like with EMC in hardware because with hardware, it's easier to connect different boxes. With software, the whole point of a software company is to integrate and architect the components so they fit together and reinforce each other, and that makes M&A harder. You can do it, but it takes a long time to fit the pieces together. Let me give you examples. If they put a graph query engine, let's say something like TinkerPop, on top of, I don't even know if it's possible, but let's say they put it on top of Delta Lake, then you have this graph query engine talking to their storage layer, Delta Lake. But if you want to do analysis, you got to put the data in Photon, which is not really ideal for highly connected data. If you license a graph database, then most of your data is in the Delta Lake and how do you sync it with the graph database? If you do sync it, you've got data in two places, which kind of defeats the purpose of having a unified repository. I find this semantic layer option in number three actually more promising, because that's something that you can layer on top of the storage layer that you have already. You just have to figure out then how to have your query engines talk to that. What I'm trying to highlight is, it's easy as an analyst to say, "You can buy this company or license that technology." But the really hard work is making it all work together and that is where the challenge is. >> Yeah, and well look, I thank you for laying that out. We've seen it, certainly Microsoft and Oracle. I guess you might argue that well, Microsoft had a monopoly in its desktop software and was able to throw off cash for a decade plus while it's stock was going sideways. Oracle had won the database wars and had amazing margins and cash flow to be able to do that. Databricks isn't even gone public yet, but I want to close with some of the players to watch. Alex, if you'd bring that back up, number four here. AWS, we talked about some of their options with S3 and it's not just AWS, it's blob storage, object storage. Microsoft, as you sort of alluded to, was an early go-to market channel for Databricks. We didn't address that really. So maybe in the closing comments we can. Google obviously, Snowflake of course, we're going to dissect their options in future Breaking Analysis. Dbt labs, where do they fit? Bob Muglia's company, Relational.ai, why are these players to watch George, in your opinion? >> So everyone is trying to assemble and integrate the pieces that would make building data applications, data products easy. And the critical part isn't just assembling a bunch of pieces, which is traditionally what AWS did. It's a Unix ethos, which is we give you the tools, you put 'em together, 'cause you then have the maximum choice and maximum power. So what the hyperscalers are doing is they're taking their key value stores, in the case of ASW it's DynamoDB, in the case of Azure it's Cosmos DB, and each are putting a graph query engine on top of those. So they have a unified storage and graph database engine, like all the data would be collected in the key value store. Then you have a graph database, that's how they're going to be presenting a foundation for building these data apps. Dbt labs is putting a semantic layer on top of data lakes and data warehouses and as we'll talk about, I'm sure in the future, that makes it easier to swap out the underlying data platform or swap in new ones for specialized use cases. Snowflake, what they're doing, they're so strong in data management and with their transactional tables, what they're trying to do is take in the operational data that used to be in the province of many state stores like MongoDB and say, "If you manage that data with us, it'll be connected to your analytic data without having to send it through a pipeline." And that's hugely valuable. Relational.ai is the wildcard, 'cause what they're trying to do, it's almost like a holy grail where you're trying to take the expressiveness of connecting all your data in a graph but making it as easy to query as you've always had it in a SQL database or I should say, in a relational database. And if they do that, it's sort of like, it'll be as easy to program these data apps as a spreadsheet was compared to procedural languages, like BASIC or Pascal. That's the implications of Relational.ai. >> Yeah, and again, we talked before, why can't you just throw this all in memory? We're talking in that example of really getting down to differences in how you lay the data out on disk in really, new database architecture, correct? >> Yes. And that's why it's not clear that you could take a data lake or even a Snowflake and why you can't put a relational knowledge graph on those. You could potentially put a graph database, but it'll be compromised because to really do what Relational.ai has done, which is the ease of Relational on top of the power of graph, you actually need to change how you're storing your data on disk or even in memory. So you can't, in other words, it's not like, oh we can add graph support to Snowflake, 'cause if you did that, you'd have to change, or in your data lake, you'd have to change how the data is physically laid out. And then that would break all the tools that talk to that currently. >> What in your estimation, is the timeframe where this becomes critical for a Databricks and potentially Snowflake and others? I mentioned earlier midterm, are we talking three to five years here? Are we talking end of decade? What's your radar say? >> I think something surprising is going on that's going to sort of come up the tailpipe and take everyone by storm. All the hype around business intelligence metrics, which is what we used to put in our dashboards where bookings, billings, revenue, customer, those things, those were the key artifacts that used to live in definitions in your BI tools, and DBT has basically created a standard for defining those so they live in your data pipeline or they're defined in their data pipeline and executed in the data warehouse or data lake in a shared way, so that all tools can use them. This sounds like a digression, it's not. All this stuff about data mesh, data fabric, all that's going on is we need a semantic layer and the business intelligence metrics are defining common semantics for your data. And I think we're going to find by the end of this year, that metrics are how we annotate all our analytic data to start adding common semantics to it. And we're going to find this semantic layer, it's not three to five years off, it's going to be staring us in the face by the end of this year. >> Interesting. And of course SVB today was shut down. We're seeing serious tech headwinds, and oftentimes in these sort of downturns or flat turns, which feels like this could be going on for a while, we emerge with a lot of new players and a lot of new technology. George, we got to leave it there. Thank you to George Gilbert for excellent insights and input for today's episode. I want to thank Alex Myerson who's on production and manages the podcast, of course Ken Schiffman as well. Kristin Martin and Cheryl Knight help get the word out on social media and in our newsletters. And Rob Hof is our EIC over at Siliconangle.com, he does some great editing. Remember all these episodes, they're available as podcasts. Wherever you listen, all you got to do is search Breaking Analysis Podcast, we publish each week on wikibon.com and siliconangle.com, or you can email me at David.Vellante@siliconangle.com, or DM me @DVellante. Comment on our LinkedIn post, and please do check out ETR.ai, great survey data, enterprise tech focus, phenomenal. This is Dave Vellante for theCUBE Insights powered by ETR. Thanks for watching, and we'll see you next time on Breaking Analysis.

(gentle upbeat music) >> Hello, everyone, welcome to theCUBE's coverage of International Women's Day. I'm John Furrier host here in Palo Alto, California. theCUBE's second year covering International Women's Day. It's been a great celebration of all the smart leaders in the world who are making a difference from all kinds of backgrounds, from technology to business and everything in between. Today we've got a great guest, Dominique Bastos, who's the senior Vice President of Cloud at Persistent Systems, formerly with AWS. That's where we first met at re:Invent. Dominique, great to have you on the program here for International Women's Day. Thanks for coming on. >> Thank you John, for having me back on theCUBE. This is an honor, especially given the theme. >> Well, I'm excited to have you on, I consider you one of those typecast personas where you've kind of done a lot of things. You're powerful, you've got great business acumen you're technical, and we're in a world where, you know the world's coming completely digital and 50% of the world is women, 51%, some say. So you got mostly male dominated industry and you have a dual engineering background and that's super impressive as well. Again, technical world, male dominated you're in there in the mix. What inspires you to get these engineering degrees? >> I think even it was more so shifted towards males. When I had the inspiration to go to engineering school I was accused as a young girl of being a tomboy and fiddling around with all my brother's toys versus focusing on my dolls and other kind of stereotypical toys that you would give a girl. I really had a curiosity for building, a curiosity for just breaking things apart and putting them back together. I was very lucky in that my I guess you call it primary school, maybe middle school, had a program for, it was like electronics, that was the class electronics. So building circuit boards and things like that. And I really enjoyed that aspect of building. I think it was more actually going into engineering school. Picking that as a discipline was a little bit, my mom's reaction to when I announced that I wanted to do engineering which was, "No, that's for boys." >> Really. >> And that really, you know, I think she, it came from a good place in trying to protect me from what she has experienced herself in terms of how women are received in those spaces. So I kind of shrugged it off and thought "Okay, well I'm definitely now going to do this." >> (laughs) If I was told not to, you're going to do it. >> I was told not to, that's all I needed to hear. And also, I think my passion was to design cars and I figured if I enroll in an industrial engineering program I could focus on ergonomic design and ultimately, you know have a career doing something that I'm passionate about. So yeah, so my inspiration was kind of a little bit of don't do this, a lot of curiosity. I'm also a very analytical person. I've been, and I don't know what the science is around left right brain to be honest, but been told that I'm a very much a logical person versus a feeler. So I don't know if that's good or bad. >> Straight shooter. What were your engineering degrees if you don't mind sharing? >> So I did industrial engineering and so I did a dual degree, industrial engineering and robotics. At the time it was like a manufacturing robotics program. It was very, very cool because we got to, I mean now looking back, the evolution of robotics is just insane. But you, you know, programmed a robotic arm to pick things up. I actually crashed the Civil Engineering School's Concrete Canoe Building Competition where you literally have to design a concrete canoe and do all the load testing and the strength testing of the materials and basically then, you know you go against other universities to race the canoe in a body of water. We did that at, in Alabama and in Georgia. So I was lucky to experience that two times. It was a lot of fun. >> But you knew, so you knew, deep down, you were technical you had a nerd vibe you were geeking out on math, tech, robotics. What happened next? I mean, what were some of the challenges you faced? How did you progress forward? Did you have any blockers and roadblocks in front of you and how did you handle those? >> Yeah, I mean I had, I had a very eye-opening experience with, in my freshman year of engineering school. I kind of went in gung-ho with zero hesitation, all the confidence in the world, 'cause I was always a very big nerd academically, I hate admitting this but myself and somebody else got most intellectual, voted by the students in high school. It's like, you don't want to be voted most intellectual when you're in high school. >> Now it's a big deal. (laughs) >> Yeah, you want to be voted like popular or anything like that? No, I was a nerd, but in engineering school, it's a, it was very humbling. That whole confidence that I had. I experienced prof, ooh, I don't want to name the school. Everybody can google it though, but, so anyway so I had experience with some professors that actually looked at me and said, "You're in the wrong program. This is difficult." I, and I think I've shared this before in other forums where, you know, my thermodynamic teacher basically told me "Cheerleading's down the hall," and it it was a very shocking thing to hear because it really made me wonder like, what am I up against here? Is this what it's going to be like going forward? And I decided not to pay attention to that. I think at the moment when you hear something like that you just, you absorb it and you also don't know how to react. And I decided immediately to just walk right past him and sit down front center in the class. In my head I was cursing him, of course, 'cause I mean, let's be real. And I was like, I'm going to show this bleep bleep. And proceeded to basically set the curve class crushed it and was back to be the teacher's assistant. So I think that was one. >> But you became his teacher assistant after, or another one? >> Yeah, I gave him a mini speech. I said, do not do this. You, you could, you could have broken me and if you would've done this to somebody who wasn't as steadfast in her goals or whatever, I was really focused like I'm doing this, I would've backed out potentially and said, you know this isn't something I want to experience on the daily. So I think that was actually a good experience because it gave me an opportunity to understand what I was up against but also double down in how I was going to deal with it. >> Nice to slay the misogynistic teachers who typecast people. Now you had a very technical career but also you had a great career at AWS on the business side you've handled 'em all of the big accounts, I won't say the names, but like we're talking about monster accounts, sales and now basically it's not really selling, you're managing a big account, it's like a big business. It's a business development thing. Technical to business transition, how do you handle that? Was that something you were natural for? Obviously you, you stared down the naysayers out of the gate in college and then in business, did that continue and how did you drive through that? >> So I think even when I was coming out of university I knew that I wanted to have a balance between the engineering program and business. A lot of my colleagues went on to do their PEs so continue to get their masters basically in engineering or their PhDs in engineering. I didn't really have an interest for that. I did international business and finance as my MBA because I wanted to explore the ability of taking what I had learned in engineering school and applying it to building businesses. I mean, at the time I didn't have it in my head that I would want to do startups but I definitely knew that I wanted to get a feel for what are they learning in business school that I missed out in engineering school. So I think that helped me when I transitioned, well when I applied, I was asked to come apply at AWS and I kind of went, no I'm going to, the DNA is going to be rejected. >> You thought, you thought you'd be rejected from AWS. >> I thought I'd be, yeah, because I have very much a startup founder kind of disruptive personality. And to me, when I first saw AWS at the stage early 2016 I saw it as a corporation. Even though from a techie standpoint, I was like, these people are insane. This is amazing what they're building. But I didn't know what the cultural vibe would feel like. I had been with GE at the beginning of my career for almost three years. So I kind of equated AWS Amazon to GE given the size because in between, I had done startups. So when I went to AWS I think initially, and I do have to kind of shout out, you know Todd Weatherby basically was the worldwide leader for ProServe and it was being built, he built it and I went into ProServe to help from that standpoint. >> John: ProServe, Professional services >> Professional services, right. To help these big enterprise customers. And specifically my first customer was an amazing experience in taking, basically the company revolves around strategic selling, right? It's not like you take a salesperson with a conventional schooling that salespeople would have and plug them into AWS in 2016. It was very much a consultative strategic approach. And for me, having a technical background and loving to solve problems for customers, working with the team, I would say, it was a dream team that I joined. And also the ability to come to the table with a technical background, knowing how to interact with senior executives to help them envision where they want to go, and then to bring a team along with you to make that happen. I mean, that was like magical for me. I loved that experience. >> So you like the culture, I mean, Andy Jassy, I've interviewed many times, always talked about builders and been a builder mentality. You mentioned that earlier at the top of this interview you've always building things, curious and you mentioned potentially your confidence might have been shaken. So you, you had the confidence. So being a builder, you know, being curious and having confidence seems to be what your superpower is. A lot of people talk about the confidence angle. How important is that and how important is that for encouraging more women to get into tech? Because I still hear that all the time. Not that they don't have confidence, but there's so many signals that potentially could shake confidence in industry >> Yeah, that's actually a really good point that you're making. A lot of signals that women get could shake their confidence and that needs to be, I mean, it's easy to say that it should be innate. I mean that's kind of like textbook, "Oh it has to come from within." Of course it does. But also, you know, we need to understand that in a population where 50% of the population is women but only 7% of the positions in tech, and I don't know the most current number in tech leadership, is women, and probably a smaller percentage in the C-suite. When you're looking at a woman who's wanting to go up the trajectory in a tech company and then there's a subconscious understanding that there's a limit to how far you'll go, your confidence, you know, in even subconsciously gets shaken a little bit because despite your best efforts, you're already seeing the cap. I would say that we need to coach girls to speak confidently to navigate conflict versus running away from it, to own your own success and be secure in what you bring to the table. And then I think a very important thing is to celebrate each other and the wins that we see for women in tech, in the industry. >> That's awesome. What's, the, in your opinion, the, you look at that, the challenges for this next generation women, and women in general, what are some of the challenges for them and that they need to overcome today? I mean, obviously the world's changed for the better. Still not there. I mean the numbers one in four women, Rachel Thornton came on, former CMO of AWS, she's at MessageBird now. They had a study where only one in four women go to the executive board level. And so there's still, still numbers are bad and then the numbers still got to get up, up big time. That's, and the industry's working on that, but it's changed. But today, what are some of the challenges for this current generation and the next generation of women and how can we and the industry meet, we being us, women in the industry, be strong role models for them? >> Well, I think the challenge is one of how many women are there in the pipeline and what are we doing to retain them and how are we offering up the opportunities to fill. As you know, as Rachel said and I haven't had an opportunity to see her, in how are we giving them this opportunity to take up those seats in the C-suite right, in these leadership roles. And I think this is a little bit exacerbated with the pandemic in that, you know when everything shut down when people were going back to deal with family and work at the same time, for better or for worse the brunt of it fell on probably, you know the maternal type caregiver within the family unit. You know, I've been, I raised my daughter alone and for me, even without the pandemic it was a struggle constantly to balance the risk that I was willing to take to show up for those positions versus investing even more of that time raising a child, right? Nevermind the unconscious bias or cultural kind of expectations that you get from the male counterparts where there's zero understanding of what a mom might go through at home to then show up to a meeting, you know fully fresh and ready to kind of spit out some wisdom. It's like, you know, your kid just freaking lost their whatever and you know, they, so you have to sort a bunch of things out. I think the challenge that women are still facing and will we have to keep working at it is making sure that there's a good pipeline. A good amount of young ladies of people taking interest in tech. And then as they're, you know, going through the funnel at stages in their career, we're providing the mentoring we're, there's representation, right? To what they're aspiring to. We're celebrating their interest in the field, right? And, and I think also we're doing things to retain them, because again, the pandemic affected everybody. I think women specifically and I don't know the statistics but I was reading something about this were the ones to tend to kind of pull it back and say well now I need to be home with, you know you name how many kids and pets and the aging parents, people that got sick to take on that position. In addition to the career aspirations that they might have. We need to make it easier basically. >> I think that's a great call out and I appreciate you bringing that up about family and being a single mom. And by the way, you're savage warrior to doing that. It's amazing. You got to, I know you have a daughter in computer science at Stanford, I want to get to that in a second. But that empathy and I mentioned Rachel Thornton, who's the CMO MessageBird and former CMO of AWS. Her thing right now to your point is mentoring and sponsorship is very key. And her company and the video that's on the site here people should look at that and reference that. They talk a lot about that empathy of people's situation whether it's a single mom, family life, men and women but mainly women because they're the ones who people aren't having a lot of empathy for in that situation, as you called it out. This is huge. And I think remote work has opened up this whole aperture of everyone has to have a view into how people are coming to the table at work. So, you know, props are bringing that up, and I recommend everyone look at check out Rachel Thornton. So how do you balance that, that home life and talk about your daughter's journey because sounds like she's nerding out at Stanford 'cause you know Stanford's called Nerd Nation, that's their motto, so you must be proud. >> I am so proud, I'm so proud. And I will say, I have to admit, because I did encounter so many obstacles and so many hurdles in my journey, it's almost like I forgot that I should set that aside and not worry about my daughter. My hope for her was for her to kind of be artistic and a painter or go into something more lighthearted and fun because I just wanted to think, I guess my mom had the same idea, right? She, always been very driven. She, I want to say that I got very lucky that she picked me to be her mom. Biologically I'm her mom, but I told her she was like a little star that fell from the sky and I, and ended up with me. I think for me, balancing being a single mom and a career where I'm leading and mentoring and making big decisions that affect people's lives as well. You have to take the best of everything you get from each of those roles. And I think that the best way is play to your strengths, right? So having been kind of a nerd and very organized person and all about, you know, systems for effectiveness, I mean, industrial engineering, parenting for me was, I'm going to make it sound super annoying and horrible, but (laughs) >> It's funny, you know, Dave Vellante and I when we started SiliconANGLE and theCUBE years ago, one of the things we were all like sports lovers. So we liked sports and we are like we looked at the people in tech as tech athletes and except there's no men and women teams, it's one team. It's all one thing. So, you know, I consider you a tech athlete you're hard charging strong and professional and smart and beautiful and brilliant, all those good things. >> Thank you. >> Now this game is changing and okay, and you've done startups, and you've done corporate jobs, now you're in a new role. What's the current tech landscape from a, you know I won't say athletic per standpoint but as people who are smart. You have all kinds of different skill sets. You have the startup warriors, you have the folks who like to be in the middle of the corporate world grow up through corporate, climb the corporate ladder. You have investors, you have, you know, creatives. What have you enjoyed most and where do you see all the action? >> I mean, I think what I've enjoyed the most has been being able to bring all of the things that I feel I'm strong at and bring it together to apply that to whatever the problem is at hand, right? So kind of like, you know if you look at a renaissance man who can kind of pop in anywhere and, oh, he's good at, you know sports and he's good at reading and, or she's good at this or, take all of those strengths and somehow bring them together to deal with the issue at hand, versus breaking up your mindset into this is textbook what I learned and this is how business should be done and I'm going to draw these hard lines between personal life and work life, or between how you do selling and how you do engineering. So I think my, the thing that I loved, really loved about AWS was a lot of leaders saw something in me that I potentially didn't see, which was, yeah you might be great at running that big account but we need help over here doing go to market for a new product launch and boom, there you go. Now I'm in a different org helping solve that problem and getting something launched. And I think if you don't box yourself in to I'm only good at this, or, you know put a label on yourself as being the rockstar in that. It leaves room for opportunities to present themselves but also it leaves room within your own mind to see yourself as somebody capable of doing anything. Right, I don't know if I answered the question accurately. >> No, that's good, no, that's awesome. I love the sharing, Yeah, great, great share there. Question is, what do you see, what do you currently during now you're building a business of Persistent for the cloud, obviously AWS and Persistent's a leader global system integrator around the world, thousands and thousands of customers from what we know and been reporting on theCUBE, what's next for you? Where do you see yourself going? Obviously you're going to knock this out of the park. Where do you see yourself as you kind of look at the continuing journey of your mission, personal, professional what's on your mind? Where do you see yourself going next? >> Well, I think, you know, again, going back to not boxing yourself in. This role is an amazing one where I have an opportunity to take all the pieces of my career in tech and apply them to building a business within a business. And that involves all the goodness of coaching and mentoring and strategizing. And I'm loving it. I'm loving the opportunity to work with such great leaders. Persistent itself is very, very good at providing opportunities, very diverse opportunities. We just had a huge Semicolon; Hackathon. Some of the winners were females. The turnout was amazing in the CTO's office. We have very strong women leading the charge for innovation. I think to answer your question about the future and where I may see myself going next, I think now that my job, well they say the job is never done. But now that Chloe's kind of settled into Stanford and kind of doing her own thing, I have always had a passion to continue leading in a way that brings me to, into the fold a lot more. So maybe, you know, maybe in a VC firm partner mode or another, you know CEO role in a startup, or my own startup. I mean, I never, I don't know right now I'm super happy but you never know, you know where your drive might go. And I also want to be able to very deliberately be in a role where I can continue to mentor and support up and coming women in tech. >> Well, you got the smarts but you got really the building mentality, the curiosity and the confidence really sets you up nicely. Dominique great story, great inspiration. You're a role model for many women, young girls out there and women in tech and in celebration. It's a great day and thank you for sharing that story and all the good nuggets there. Appreciate you coming on theCUBE, and it's been my pleasure. Thanks for coming on. >> Thank you, John. Thank you so much for having me. >> Okay, theCUBE's coverage of International Women's Day. I'm John Furrier, host of theCUBE here in Palo Alto getting all the content, check out the other interviews some amazing stories, lessons learned, and some, you know some funny stories and some serious stories. So have some fun and enjoy the rest of the videos here for International Women's Days, thanks for watching. (gentle inspirational music)

(upbeat intro music) >> Hello everyone. Welcome to theCUBE's coverage of International Women's Day. I'm your host, John Furrier, here in Palo Alto, California. Got a special remote guest coming in. Teresa Carlson, President and Chief Commercial Officer at Flexport, theCUBE alumni, one of the first, let me go back to 2013, Teresa, former AWS. Great to see you. Thanks for coming on. >> Oh my gosh, almost 10 years. That is unbelievable. It's hard to believe so many years of theCUBE. I love it. >> It's been such a great honor to interview you and follow your career. You've had quite the impressive run, executive level woman in tech. You've done such an amazing job, not only in your career, but also helping other women. So I want to give you props to that before we get started. Thank you. >> Thank you, John. I, it's my, it's been my honor and privilege. >> Let's talk about Flexport. Tell us about your new role there and what it's all about. >> Well, I love it. I'm back working with another Amazonian, Dave Clark, who is our CEO of Flexport, and we are about 3,000 people strong globally in over 90 countries. We actually even have, we're represented in over 160 cities and with local governments and places around the world, which I think is super exciting. We have over 100 network partners and growing, and we are about empowering the global supply chain and trade and doing it in a very disruptive way with the use of platform technology that allows our customers to really have visibility and insight to what's going on. And it's a lot of fun. I'm learning new things, but there's a lot of technology in this as well, so I feel right at home. >> You quite have a knack from mastering growth, technology, and building out companies. So congratulations, and scaling them up too with the systems and processes. So I want to get into that. Let's get into your personal background. Then I want to get into the work you've done and are doing for empowering women in tech. What was your journey about, how did it all start? Like, I know you had a, you know, bumped into it, you went Microsoft, AWS. Take us through your career, how you got into tech, how it all happened. >> Well, I do like to give a shout out, John, to my roots and heritage, which was a speech and language pathologist. So I did start out in healthcare right out of, you know, university. I had an undergraduate and a master's degree. And I do tell everyone now, looking back at my career, I think it was super helpful for me because I learned a lot about human communication, and it has done me very well over the years to really try to understand what environments I'm in and what kind of individuals around the world culturally. So I'm really blessed that I had that opportunity to work in healthcare, and by the way, a shout out to all of our healthcare workers that has helped us get through almost three years of COVID and flu and neurovirus and everything else. So started out there and then kind of almost accidentally got into technology. My first small company I worked for was a company called Keyfile Corporation, which did workflow and document management out of Nashua, New Hampshire. And they were a Microsoft goal partner. And that is actually how I got into big tech world. We ran on exchange, for everybody who knows that term exchange, and we were a large small partner, but large in the world of exchange. And those were the days when you would, the late nineties, you would go and be in the same room with Bill Gates and Steve Ballmer. And I really fell in love with Microsoft back then. I thought to myself, wow, if I could work for a big tech company, I got to hear Bill on stage about saving, he would talk about saving the world. And guess what my next step was? I actually got a job at Microsoft, took a pay cut and a job downgrade. I tell this story all the time. Took like three downgrades in my role. I had been a SVP and went to a manager, and it's one of the best moves I ever made. And I shared that because I really didn't know the world of big tech, and I had to start from the ground up and relearn it. I did that, I just really loved that job. I was at Microsoft from 2000 to 2010, where I eventually ran all of the U.S. federal government business, which was a multi-billion dollar business. And then I had the great privilege of meeting an amazing man, Andy Jassy, who I thought was just unbelievable in his insights and knowledge and openness to understanding new markets. And we talked about government and how government needed the same great technology as every startup. And that led to me going to work for Andy in 2010 and starting up our worldwide public sector business. And I pinch myself some days because we went from two people, no offices, to the time I left we had over 10,000 people, billions in revenue, and 172 countries and had done really amazing work. I think changing the way public sector and government globally really thought about their use of technology and Cloud computing in general. And that kind of has been my career. You know, I was there till 2020, 21 and then did a small stint at Splunk, a small stint back at Microsoft doing a couple projects for Microsoft with CEO, Satya Nadella, who is also an another amazing CEO and leader. And then Dave called me, and I'm at Flexport, so I couldn't be more honored, John. I've just had such an amazing career working with amazing individuals. >> Yeah, I got to say the Amazon One well-documented, certainly by theCUBE and our coverage. We watched you rise and scale that thing. And like I said at a time, this will when we look back as a historic run because of the build out. I mean as a zero to massive billions at a historic time where government was transforming, I would say Microsoft had a good run there with Fed, but it was already established stuff. Federal business was like, you know, blocking and tackling. The Amazon was pure build out. So I have to ask you, what was your big learnings? Because one, you're a Seattle big tech company kind of entrepreneurial in the sense of you got, here's some working capital seed finance and go build that thing, and you're in DC and you're a woman. What did you learn? >> I learned that you really have to have a lot of grit. You, my mom and dad, these are kind of more southern roots words, but stick with itness, you know. you can't give up and no's not in your vocabulary. I found no is just another way to get to yes. That you have to figure out what are all the questions people are going to ask you. I learned to be very patient, and I think one of the things John, for us was our secret sauce was we said to ourselves, if we're going to do something super transformative and truly disruptive, like Cloud computing, which the government really had not utilized, we had to be patient. We had to answer all their questions, and we could not judge in any way what they were thinking because if we couldn't answer all those questions and prove out the capabilities of Cloud computing, we were not going to accomplish our goals. And I do give so much credit to all my colleagues there from everybody like Steve Schmidt who was there, who's still there, who's the CISO, and Charlie Bell and Peter DeSantis and the entire team there that just really helped build that business out. Without them, you know, we would've just, it was a team effort. And I think that's the thing I loved about it was it was not just sales, it was product, it was development, it was data center operations, it was legal, finance. Everybody really worked as a team and we were on board that we had to make a lot of changes in the government relations team. We had to go into Capitol Hill. We had to talk to them about the changes that were required and really get them to understand why Cloud computing could be such a transformative game changer for the way government operates globally. >> Well, I think the whole world and the tech world can appreciate your work and thank you later because you broke down those walls asking those questions. So great stuff. Now I got to say, you're in kind of a similar role at Flexport. Again, transformative supply chain, not new. Computing wasn't new when before Cloud came. Supply chain, not a new concept, is undergoing radical change and transformation. Online, software supply chain, hardware supply chain, supply chain in general, shipping. This is a big part of our economy and how life is working. Similar kind of thing going on, build out, growth, scale. >> It is, it's very much like that, John, I would say, it's, it's kind of a, the model with freight forwarding and supply chain is fairly, it's not as, there's a lot of technology utilized in this global supply chain world, but it's not integrated. You don't have a common operating picture of what you're doing in your global supply chain. You don't have easy access to the information and visibility. And that's really, you know, I was at a conference last week in LA, and it was, the themes were so similar about transparency, access to data and information, being able to act quickly, drive change, know what was happening. I was like, wow, this sounds familiar. Data, AI, machine learning, visibility, common operating picture. So it is very much the same kind of themes that you heard even with government. I do believe it's an industry that is going through transformation and Flexport has been a group that's come in and said, look, we have this amazing idea, number one to give access to everyone. We want every small business to every large business to every government around the world to be able to trade their goods, think about supply chain logistics in a very different way with information they need and want at their fingertips. So that's kind of thing one, but to apply that technology in a way that's very usable across all systems from an integration perspective. So it's kind of exciting. I used to tell this story years ago, John, and I don't think Michael Dell would mind that I tell this story. One of our first customers when I was at Keyfile Corporation was we did workflow and document management, and Dell was one of our customers. And I remember going out to visit them, and they had runners and they would run around, you know, they would run around the floor and do their orders, right, to get all those computers out the door. And when I think of global trade, in my mind I still see runners, you know, running around and I think that's moved to a very digital, right, world that all this stuff, you don't need people doing this. You have machines doing this now, and you have access to the information, and you know, we still have issues resulting from COVID where we have either an under-abundance or an over-abundance of our supply chain. We still have clogs in our shipping, in the shipping yards around the world. So we, and the ports, so we need to also, we still have some clearing to do. And that's the reason technology is important and will continue to be very important in this world of global trade. >> Yeah, great, great impact for change. I got to ask you about Flexport's inclusion, diversity, and equity programs. What do you got going on there? That's been a big conversation in the industry around keeping a focus on not making one way more than the other, but clearly every company, if they don't have a strong program, will be at a disadvantage. That's well reported by McKinsey and other top consultants, diverse workforces, inclusive, equitable, all perform better. What's Flexport's strategy and how are you guys supporting that in the workplace? >> Well, let me just start by saying really at the core of who I am, since the day I've started understanding that as an individual and a female leader, that I could have an impact. That the words I used, the actions I took, the information that I pulled together and had knowledge of could be meaningful. And I think each and every one of us is responsible to do what we can to make our workplace and the world a more diverse and inclusive place to live and work. And I've always enjoyed kind of the thought that, that I could help empower women around the world in the tech industry. Now I'm hoping to do my little part, John, in that in the supply chain and global trade business. And I would tell you at Flexport we have some amazing women. I'm so excited to get to know all. I've not been there that long yet, but I'm getting to know we have some, we have a very diverse leadership team between men and women at Dave's level. I have some unbelievable women on my team directly that I'm getting to know more, and I'm so impressed with what they're doing. And this is a very, you know, while this industry is different than the world I live in day to day, it's also has a lot of common themes to it. So, you know, for us, we're trying to approach every day by saying, let's make sure both our interviewing cycles, the jobs we feel, how we recruit people, how we put people out there on the platforms, that we have diversity and inclusion and all of that every day. And I can tell you from the top, from Dave and all of our leaders, we just had an offsite and we had a big conversation about this is something. It's a drum beat that we have to think about and live by every day and really check ourselves on a regular basis. But I do think there's so much more room for women in the world to do great things. And one of the, one of the areas, as you know very well, we lost a lot of women during COVID, who just left the workforce again. So we kind of went back unfortunately. So we have to now move forward and make sure that we are giving women the opportunity to have great jobs, have the flexibility they need as they build a family, and have a workplace environment that is trusted for them to come into every day. >> There's now clear visibility, at least in today's world, not withstanding some of the setbacks from COVID, that a young girl can look out in a company and see a path from entry level to the boardroom. That's a big change. A lot than even going back 10, 15, 20 years ago. What's your advice to the folks out there that are paying it forward? You see a lot of executive leaderships have a seat at the table. The board still underrepresented by most numbers, but at least you have now kind of this solidarity at the top, but a lot of people doing a lot more now than I've seen at the next levels down. So now you have this leveled approach. Is that something that you're seeing more of? And credit compare and contrast that to 20 years ago when you were, you know, rising through the ranks? What's different? >> Well, one of the main things, and I honestly do not think about it too much, but there were really no women. There were none. When I showed up in the meetings, I literally, it was me or not me at the table, but at the seat behind the table. The women just weren't in the room, and there were so many more barriers that we had to push through, and that has changed a lot. I mean globally that has changed a lot in the U.S. You know, if you look at just our U.S. House of Representatives and our U.S. Senate, we now have the increasing number of women. Even at leadership levels, you're seeing that change. You have a lot more women on boards than we ever thought we would ever represent. While we are not there, more female CEOs that I get an opportunity to see and talk to. Women starting companies, they do not see the barriers. And I will share, John, globally in the U.S. one of the things that I still see that we have that many other countries don't have, which I'm very proud of, women in the U.S. have a spirit about them that they just don't see the barriers in the same way. They believe that they can accomplish anything. I have two sons, I don't have daughters. I have nieces, and I'm hoping someday to have granddaughters. But I know that a lot of my friends who have granddaughters today talk about the boldness, the fortitude, that they believe that there's nothing they can't accomplish. And I think that's what what we have to instill in every little girl out there, that they can accomplish anything they want to. The world is theirs, and we need to not just do that in the U.S., but around the world. And it was always the thing that struck me when I did all my travels at AWS and now with Flexport, I'm traveling again quite a bit, is just the differences you see in the cultures around the world. And I remember even in the Middle East, how I started seeing it change. You've heard me talk a lot on this program about the fact in both Saudi and Bahrain, over 60% of the tech workers were females and most of them held the the hardest jobs, the security, the architecture, the engineering. But many of them did not hold leadership roles. And that is what we've got to change too. To your point, the middle, we want it to get bigger, but the top, we need to get bigger. We need to make sure women globally have opportunities to hold the most precious leadership roles and demonstrate their capabilities at the very top. But that's changed. And I would say the biggest difference is when we show up, we're actually evaluated properly for those kind of roles. We have a ways to go. But again, that part is really changing. >> Can you share, Teresa, first of all, that's great work you've done and I wan to give you props of that as well and all the work you do. I know you champion a lot of, you know, causes in in this area. One question that comes up a lot, I would love to get your opinion 'cause I think you can contribute heavily here is mentoring and sponsorship is huge, comes up all the time. What advice would you share to folks out there who were, I won't say apprehensive, but maybe nervous about how to do the networking and sponsorship and mentoring? It's not just mentoring, it's sponsorship too. What's your best practice? What advice would you give for the best way to handle that? >> Well yeah, and for the women out there, I would say on the mentorship side, I still see mentorship. Like, I don't think you can ever stop having mentorship. And I like to look at my mentors in different parts of my life because if you want to be a well-rounded person, you may have parts of your life every day that you think I'm doing a great job here and I definitely would like to do better there. Whether it's your spiritual life, your physical life, your work life, you know, your leisure life. But I mean there's, and there's parts of my leadership world that I still seek advice from as I try to do new things even in this world. And I tried some new things in between roles. I went out and asked the people that I respected the most. So I just would say for sure have different mentorships and don't be afraid to have that diversity. But if you have mentorships, the second important thing is show up with a real agenda and questions. Don't waste people's time. I'm very sensitive today. If you're, if you want a mentor, you show up and you use your time super effectively and be prepared for that. Sponsorship is a very different thing. And I don't believe we actually do that still in companies. We worked, thank goodness for my great HR team. When I was at AWS, we worked on a few sponsorship programs where for diversity in general, where we would nominate individuals in the company that we felt that weren't, that had a lot of opportunity for growth, but they just weren't getting a seat at the table. And we brought 'em to the table. And we actually kind of had a Chatham House rules where when they came into the meetings, they had a sponsor, not a mentor. They had a sponsor that was with them the full 18 months of this program. We would bring 'em into executive meetings. They would read docs, they could ask questions. We wanted them to be able to open up and ask crazy questions without, you know, feeling wow, I just couldn't answer this question in a normal environment or setting. And then we tried to make sure once they got through the program that we found jobs and support and other special projects that they could go do. But they still had that sponsor and that group of individuals that they'd gone through the program with, John, that they could keep going back to. And I remember sitting there and they asked me what I wanted to get out of the program, and I said two things. I want you to leave this program and say to yourself, I would've never had that experience if I hadn't gone through this program. I learned so much in 18 months. It would probably taken me five years to learn. And that it helped them in their career. The second thing I told them is I wanted them to go out and recruit individuals that look like them. I said, we need diversity, and unless you all feel that we are in an inclusive environment sponsoring all types of individuals to be part of this company, we're not going to get the job done. And they said, okay. And you know, but it was really one, it was very much about them. That we took a group of individuals that had high potential and a very diverse with diverse backgrounds, held 'em up, taught 'em things that gave them access. And two, selfishly I said, I want more of you in my business. Please help me. And I think those kind of things are helpful, and you have to be thoughtful about these kind of programs. And to me that's more sponsorship. I still have people reach out to me from years ago, you know, Microsoft saying, you were so good with me, can you give me a reference now? Can you talk to me about what I should be doing? And I try to, I'm not pray 100%, some things pray fall through the cracks, but I always try to make the time to talk to those individuals because for me, I am where I am today because I got some of the best advice from people like Don Byrne and Linda Zecker and Andy Jassy, who were very honest and upfront with me about my career. >> Awesome. Well, you got a passion for empowering women in tech, paying it forward, but you're quite accomplished and that's why we're so glad to have you on the program here. President and Chief Commercial Officer at Flexport. Obviously storied career and your other jobs, specifically Amazon I think, is historic in my mind. This next chapter looks like it's looking good right now. Final question for you, for the few minutes you have left. Tell us what you're up to at Flexport. What's your goals as President, Chief Commercial Officer? What are you trying to accomplish? Share a little bit, what's on your mind with your current job? >> Well, you kind of said it earlier. I think if I look at my own superpowers, I love customers, I love partners. I get my energy, John, from those interactions. So one is to come in and really help us build even a better world class enterprise global sales and marketing team. Really listen to our customers, think about how we interact with them, build the best executive programs we can, think about new ways that we can offer services to them and create new services. One of my favorite things about my career is I think if you're a business leader, it's your job to come back around and tell your product group and your services org what you're hearing from customers. That's how you can be so much more impactful, that you listen, you learn, and you deliver. So that's one big job. The second job for me, which I am so excited about, is that I have an amazing group called flexport.org under me. And flexport.org is doing amazing things around the world to help those in need. We just announced this new funding program for Tech for Refugees, which brings assistance to millions of people in Ukraine, Pakistan, the horn of Africa, and those who are affected by earthquakes. We just took supplies into Turkey and Syria, and Flexport, recently in fact, just did sent three air shipments to Turkey and Syria for these. And I think we did over a hundred trekking shipments to get earthquake relief. And as you can imagine, it was not easy to get into Syria. But you know, we're very active in the Ukraine, and we are, our goal for flexport.org, John, is to continue to work with our commercial customers and team up with them when they're trying to get supplies in to do that in a very cost effective, easy way, as quickly as we can. So that not-for-profit side of me that I'm so, I'm so happy. And you know, Ryan Peterson, who was our founder, this was his brainchild, and he's really taken this to the next level. So I'm honored to be able to pick that up and look for new ways to have impact around the world. And you know, I've always found that I think if you do things right with a company, you can have a beautiful combination of commercial-ity and giving. And I think Flexport does it in such an amazing and unique way. >> Well, the impact that they have with their system and their technology with logistics and shipping and supply chain is a channel for societal change. And I think that's a huge gift that you have that under your purview. So looking forward to finding out more about flexport.org. I can only imagine all the exciting things around sustainability, and we just had Mobile World Congress for Big Cube Broadcast, 5Gs right around the corner. I'm sure that's going to have a huge impact to your business. >> Well, for sure. And just on gas emissions, that's another thing that we are tracking gas, greenhouse gas emissions. And in fact we've already reduced more than 300,000 tons and supported over 600 organizations doing that. So that's a thing we're also trying to make sure that we're being climate aware and ensuring that we are doing the best job we can at that as well. And that was another thing I was honored to be able to do when we were at AWS, is to really cut out greenhouse gas emissions and really go global with our climate initiatives. >> Well Teresa, it's great to have you on. Security, data, 5G, sustainability, business transformation, AI all coming together to change the game. You're in another hot seat, hot roll, big wave. >> Well, John, it's an honor, and just thank you again for doing this and having women on and really representing us in a big way as we celebrate International Women's Day. >> I really appreciate it, it's super important. And these videos have impact, so we're going to do a lot more. And I appreciate your leadership to the industry and thank you so much for taking the time to contribute to our effort. Thank you, Teresa. >> Thank you. Thanks everybody. >> Teresa Carlson, the President and Chief Commercial Officer of Flexport. I'm John Furrier, host of theCUBE. This is International Women's Day broadcast. Thanks for watching. (upbeat outro music)

(upbeat music) >> Hello, everyone. Welcome to theCUBE's special presentation of International Women's Day. I'm John Furrier, host of theCUBE. Jenni Troutman is here, Director of Products and Services, and Training and Certification at AWS, and Heather Ruden, Director of Education Programs, Training and Certification. Thanks for coming on theCUBE and for the International Women's Day special program. >> Thanks so much for having us. >> So, I'll just get it out of the way. I'm a big fan of what you guys do. I've been shouting at the top of my lungs, "It's free. Get cloud training and you'll have a six figure job." Pretty much. I'm over amplifying. But this is really a big opportunity in the industry, education and the skills gap, and the skill velocities that's changing. New roles are coming on around cloud native, cloud native operators, cybersecurity. There's so much excitement going on around the industry, and all these open positions, and they need new talent. So you can't get a degree for some of these things. So, nope, it doesn't matter what school you went to, everyone's kind of level. This is a really big deal. So, Heather, share with us your thoughts as well on this topic. Jenni, you too. Like, where are you guys at? 'Cause this is a big opportunity for women and anyone to level up in the industry. >> Absolutely. So I'll jump in and then I'll hand it over to Jenni. We're your dream team here. We can talk about both sides of this. So I run a set of programs here at AWS that are really intended to help build the next generation of cloud builders. And we do that with a variety of programs, whether it is targeting young learners from kind of 12 and up. We have AWS GetIT that is designed to get women ambassadors or women mentors in front of girls 12 to 14 and get them curious about a career in STEM. We also have a program that is all digital online. It's available in 11 languages. It's got hundreds of courses. That's called AWS Educate that is designed to do exactly what you just talked about, expose the opportunities and start building cloud skills for learners at age 13 and up. They can go online and register with an email and start learning. We want them to understand not only what the opportunity is for them, but the ways that they can help influence and bring more diversity and more inclusion and into the cloud technology space, and just keep building all those amazing builders that we need here for our customers and partners. And those are the programs that I manage, but Jenni also has an amazing program, a set of programs. And so I'll hand it over to her as you get into the professional side of this things. >> So Jenni, you're on the product side. You've got the keys to the kingdom on all the materials and shaping it. What's your view on this? 'Cause this is a huge opportunity and it's always changing. What's the latest and greatest? >> It is a massive opportunity and to give you a sense, there was a study in '21 where IT executives said that talent availability is the biggest challenge to emerging tech adoption. 64% of IT executives said that up from only 4% the year before. So the challenge is growing really fast, which for everyone that's ready to go out there and learn and try something new is a massive opportunity. And that's really why I'm here. We provide all kinds of learning experiences for people across different cloud technologies to be able to not only gain the knowledge around cloud, but also the confidence to be able to build in the cloud. And so we look across different learner levels, different roles, different opportunities, and we provide those experiences where people can actually get hands-on in a totally risk-free environment and practice building in the cloud so they can go and be ready to get their certifications, their AWS certifications, give them the credentials to be able to show an employer they can do it, and then go out and get these jobs. It's really exciting. And we go kind of end to end from the very beginning. What is cloud? I want to know what it is all the way through to I can prove that I can build in the cloud and I'm ready for a job. >> So Jenni, you nailed that confidence word. I think I want to double click on that. And Heather, you talked about you're the dream team. You guys, you're the go to market, you bring this to the marketplace. Jenni, you get the products. This is the key, but to me the the international women days angle is, is that what I hear over and over again is that, "It's too technical. I'm not qualified." It can be scary. We had a guest on who has two double E degrees in robotics and aerospace and she's hard charging. She almost lost her confidence twice she said in her career. But she was hard charging. It can get scary, but also the ability to level up fast is just as good. So if you can break through that confidence and keep the curiosity and be a builder, talk about that dynamic 'cause you guys are in the middle of it, you're in the industry, how do you handle that? 'Cause I think that's a big thing that comes up over and over again. And confidence is not just women, it's men too. But women can always, that comes up as a theme. >> It is. It is a big challenge. I mean, I've struggled with it personally and I mentor a lot of women and that is the number one challenge that is holding women back from really being able to advance is the confidence to step out there and show what they can do. And what I love about some of the products we've put out recently is we have AWS Skill Builder. You can go online, you can get all kinds of free core training and if you want to go deeper, you can go deeper. And there's a lot of different options on there. But what it does is not only gives you that based knowledge, but you can actually go in. We have something called AWS Labs. You can go in and you can actually practice on the AWS console with the services that people are using in their jobs every day without any risk of doing something that is going to blow up in your face. You're not going to suddenly get this big AWS bill. You're not going to break something that's out there running. You just go in. It's your own little environment that gets wiped when you're done and you can practice. And there's lots of different ways to learn as well. So if you go in there and you're watching a video and to your point you're like, "Oh my gosh, this is too technical. I can't understand it. I don't know what I'm going to go do." You can go another route. There's something called AWS Cloud Quest. It's a game. You go in and it's like you're gaming and it walks you through. You're actually in a virtual world. You're walking through and it's telling you, "Hey, go build this and if you need help, here's hints and here's tips." And it continues to build on itself. So you're learning and you're applying practical skills and it's at your own pace. You don't have to watch somebody else talking that is going at a pace that maybe accelerates beyond what you're ready. You can do it at your own pace, you can redo it, you can try it again until you feel confident that you know it and you're really ready to move on to the next thing. Personally, I find that hugely valuable. I go in and do these myself and I sit there and I have a lot of engineers on my team, very smart people. And I have my own imposter syndrome. I get nervous to go talk to them. Like, are they going to think I'm totally lost? And so I go in and I learn some of this myself by experiment. And then I feel like, okay, now I can go ask them some intelligent questions and they're not going to be like, "Oh gosh, my leader is totally unaware of what we're doing." And so I think that we all struggle with confidence. I think everybody does, but I see it especially in women as I mentor them. And that's what I encourage them to do is go and on your own time, practice a bit, get a little bit of experience and once you feel like you can throw a couple words out there that you know what they mean and suddenly other people look at you like, "Oh, she knows what she's talking about." And you can kind of get past that feeling. >> Well Jenni, you nailed it. Heather, she just mentioned she's in the job and she's going and she's still leveling up. That's the end when you're in, but it's also the barriers to entry are lowering. You guys are doing a good job of getting people in, but also growing fast too. So there's two dynamics at play here. How do people do this? What's the playbook? Because I think that's really key, easy to get in. And then once you're in, you can level up fast at your own pace to ride the wave. And then there's new stuff coming. I mean, every re:Invent there's 5,000 announcements. So it's like zillion new things and AI taught now. >> re:Invent is a perfect example of that ongoing imposter syndrome or confidence check for all of us. I think something that that Jenni said too is we really try and meet learners where they are and make sure that we have the support, whether it's accessibility requirements or we have the content that is built for the age that we're talking to, or we have a workforce development program called re/Start that is for people that have very little tech experience and really want to talk about a career in cloud, but they need a little bit more handholding. They need a combination of instructor-led and digital. But then we have AWS educators, I mentioned. If you want to be more self-directed, all of these tools are intended to work well together and to be complimentary and to take you on a journey as a learner. And the more skills you have, the more you increase your knowledge, the more you can take on more. But meeting folks where they are with a variety of programs, tools, languages, and accessibility really helps ensure that we can do that for learners throughout the world. >> That's awesome. Let's get into it. Let's get into the roadmaps of people and their personas. And you guys can share the programs that you have and where people could fit in. 'Cause this comes up a lot when I talk to folks. There's the young person who's I'm a gamer or whatever, I want to get a job. I'm in high school or an elementary or I want to tinker around or I'm in college or I'm learning, I'm an entry level kind of entry. Then you have the re-skilling. I'm going to change my careers, I'm kind of bored, I want to do something compelling. How do I get into the cloud game? And then the advanced re-skill is I want to get into cyber and AI and then there's other. Could you break down? Did I get that right or did I miss anything? And then what's available for those kind of lanes? So those persona lanes? >> Well, let's see, I could start with maybe the high schooler stuff and then we can bring Jenni in as well. I would say a great place to start for anyone is aws.amazon.com/training. That's going to give them the full suite of options that they could take on. If you're in high school, you can go onto AWS Educate. All you need is an email. And if you're 13 years and older, you can start exploring the types of jobs that are available in the cloud and you could start taking some introductory classes. You can do some of those labs in a safe environment that Jenni mentioned. That's a great place to start. If you are in an environment where you have an educator that is willing to go on this with you, this journey with you, we have this AWS GetIT program that is, again, educator-led. So it's an afterschool or it's an a program where we match mentors and students up with cloud professionals and they do some real-time experimentation. They build an app, they work on things together, and do a presentation at the end. The other thing I would say too is that if you are in a university, I would double check and see if the AWS Academy curriculum is already in your university. And if so, explore some of those classes there. We have instructor-led, educator-ready. course curriculum that we've designed that help people get to those certifications and get closer to those jobs and as well as hopefully then lead people right into skill builder and all the things that Jenni talked about to help them as they start out in a professional environment. >> So is the GetIT, is that an instructor-led that the person has to find someone for? Or is this available for them? >> It is through teachers. It's through educators. We are in, we've reached over 19,000 students. We're available in eight countries. There are ways for educators to lead this, but we want to make sure that we are helping the kids be successful and giving them an educator environment to do that. If they want to do it on their own, then they can absolutely go through AWS Educate or even and to explore where they want to get started. >> So what about someone who's educated in their middle of their career, might want to switch from being a biologist to a cloud cybersecurity guru or a cloud native operator? >> Yeah, so in that case, AWS re/Start is one of the great program for them to explore. We run that program with collaborating organizations in 160 cities in 80 countries throughout the world. That is a multi-week cohort-based program where we do take folks through a very clear path towards certification and job skilling that will help them get into those opportunities. Over 98% of the cohorts, the graduates of those cohorts get an interview and are hopefully on their path to getting a job. So that really has global reach. The partnership with collaborating organizations helps us ensure that we find communities that are often unreached by cloud skills training and we really work to keep a diverse focus on those cohorts and bring those folks into the cloud. >> Okay. Jenni, you've got the Skill Builder action here. What's going on on your side? Because you must have to manage all the change. I mean, AI is hot right now. I'm sure you're cranking away on curriculum and content for SageMaker, large language models, computer vision, cybersecurity. >> We do. There are a lot of options. >> How is your world? Tell us about what people can take out of way from your side. >> Yeah. So a great way to think about it is if they're already out in the workforce or they're entering the workforce, but they are technical, have technical skills is what are the roles that are interesting in the technologies that are interesting. Because the way we put out our training and our certifications is aligned to paths. So if you're look interested in a specific role. If you're interested in architecting a cloud environment or in security as you mentioned, and you want to go deep in security, there are AWS certifications that give you that. If you achieve them, they're very difficult. But if you work to them and achieve them, they give you the credential that you can take to an employer and say, "Look, I can do this job." And they are in very high demand. In fact that's where if you look at some of the publications that have come out, they talk about, what are people making if they have different certifications? What are the most in-demand certifications that are out there? And those are what help people get jobs. And so you identify what is that role or that technology area I want to learn. And then you have multiple options for how you build those skills depending on how you want to learn. And again, that's really our focus, is on providing experiences based on how people learn and making it accessible to them. 'Cause not everybody wants to learn in the same way. And so there is AWS Skill Builder where people can go learn on their own that is really great particularly for people who maybe are already working and have to learn in the evenings, on the weekends. People who like to learn at their own pace, who just want to be hands-on, but are self-starters. And they can get those whole learning plans through there all the way aligned to the certification and then they can go get their certification. There's also classroom training. So a lot of people maybe want to do continuous learning through an online, but want to go really deep with an expert in the room and maybe have a more focused period of time if they can go for a couple days. And so they can do classroom training. We provide a lot of classroom training. We have partners all over the globe who provide classroom training. And so there's that and what we find to be the most powerful is when you couple the two. If you can really get deep, you have an expert, you can ask questions, but first before you go do that, you get some of that foundational that you've kind of learned on your own. And then after you go back and reinforce, you go back online, you try out things that maybe you learned in the classroom, but you didn't quite, you hadn't used it enough yet to quite know how to do it. Now you can go back and actually use it, experiment and play around. And so we really encourage that kind of, figure out what are some areas you're interested in, go learn it and then go get a job and continue to learn because then once you learn that first area, you start to build confidence in it. Suddenly other areas become interesting. 'Cause as you said, cloud is changing fast. And once you learn a space, first of all you have to keep going back to stay up on it as it changes. But you quickly find that there are other areas that are really interesting too. >> I've observed that the training side, it's just like cloud itself, it's very agile. You can get hands-on quickly, you don't need to take a class, and then get in weeks later. You're in it like it's real time. So you're immersed in gamification and all kinds of ways to funnel into the either advanced tracks and certification. So you guys do a great job and I want to give you props for that and a shout out. The question I have for you guys is can you scope the opportunity for these certifications and opportunities for women in particular? What are some of the top jobs pulling down? Scope out the opportunity because I think when people hear that they really fall out of their chair, they go, "Wow, I didn't know I could make $200,000 doing cybersecurity." Well, yeah or maybe more. I just made the number, I don't actually know, but like I know people do make that much in cyber, but there are huge financial opportunities with certifications and education. Can you scope that order of magnitude? Can you share any data? >> Yeah, so in the US they certainly are. Certifications on average aligned to six digit type jobs. And if you go out and do a search, there are research studies out there that are refreshed every year that say what are the top IT industry certifications and how much money do they make? And the reason I don't put a number out there is because it's constantly changing and in fact it keeps going up, >> It's going up, not going down. >> But I would encourage people to do that quick search. What are the top IT industry certifications. Again, based on the country you're in, it makes a difference. But if you're US, there's a lot of data out there for the US and then there is some for other countries as well around how much on average people make. >> Do you list like the higher level certifications, stack rank them in terms of order? Like say, I'm a type A personnel, I want to climb Mount Everest, I want to get the highest level certification. How do I know that? Is it like laddered up or is like how do you guys present that? >> Yeah, so we have different types of certifications. There is a foundational, which we call the cloud practitioner. That one is more about just showing that you know something about cloud. It's not aligned to a specific job role. But then we have what we call associate level certifications, which are aligned to roles. So there's the solutions architect, cloud developer, so developer operations. And so you can tell by the role and associate is kind of that next level. And then the roles often have a professional level, which is even more advanced. And basically that's saying you're kind of an Uber expert at that point. And then there are technology specialties, which are less about a specific role, although some would argue a security technology specialty might align very well to a security role, but they're more about showing the technology. And so typically, it goes foundational, advanced, professional, and then the specialties are more on the side. They're not aligned, but they're deep. They're deep within that area. >> So you can go dig and pick your deep dive and jump into where you're comfortable. Heather, talk about the commitment in terms of dollars. I know Amazon's flaunted some numbers like 30 million or something, people they want to have trained, hundreds of millions of dollars in investment. This is key, obviously, more people trained on cloud, more operators, more cloud usage, obviously. I see the business connection. What's the women relationship to the numbers? Or what the experience is? How do you guys see that? Obviously International Women's Day, get the confidence, got the curiosity. You're a builder, you're in. It's that easy. >> It doesn't always feel that way, I'm sure to everybody, but we'd like to think that it is. Amazon and AWS do invest hundreds of millions of dollars in free training every year that is accessible to everyone out there. I think that sometimes the hardest obstacles to get overcome are getting started and we try and make it as easy as possible to get started with the tools that we've talked about already today. We run into plenty of cohorts of women as part of our re/Start program that are really grateful for the opportunity to see something, see a new way of thinking, see a new opportunity for them. We don't necessarily break out our funding by women versus men. We want to make sure that we are open and diverse for everybody to come in and get the training that they need to. But we definitely want to make sure that we are accessible and available to women and all genders outside of the US and inside the US. >> Well, I know the number's a lot lower than they should be and that's obviously why we're promoting this heavily. There's a lot more interest I see in tech. So digital transformation is gender neutral. I mean, it's like the world eats software and uses software, uses the cloud. So it has to get 50/50 in my opinion. So you guys do a great job. Now that we're done kind of promoting Amazon, which I wanted to do 'cause I think it's super important. Let's talk about you guys. What got you guys involved in tech? What was the inspiration and share some stories about your experiences and advice for folks watching? >> So I've always been in traditionally male dominated roles. I actually started in aviation and then moved to tech. And what I found was I got a mentor early on, a woman who was senior to me and who was kind of who I saw as the smartest person out there. She was incredibly smart, she was incredibly kind, and she was always lifting women up. And I kind of latched onto her and followed her around and she was such an amazing mentor. She brought me from throughout tech, from company to company, job to job, was always positioning me in front of other people as the go-to person. And I realized, "Wow, I want to be like her." And so that's been my focus as well in tech is you can be deeply technical in tech or you can be not deeply technical and be in tech and you can be successful both ways, but the way you're going to be most successful is if you find other people, build them up and help put them out in front. And so I personally love to mentor women and to put them in places where they can feel comfortable being out in front of people. And that's really been my career. I have tried to model her approach as much as I can. >> That's a really interesting observation. It's the pattern we've been seeing in all these interviews for the past two years of doing the International Women's Day is that networking, mentoring and sponsorship are one thing. So it's all one thing. It's not just mentoring. It's like people think, "Oh, just mentoring. What does that mean? Advice?" No, it's sponsorship, it's lifting people up, creating a keiretsu, creating networks. Really important. Heather, what's your experience? >> Yeah, I'm sort of the example of somebody who never thought they'd be in tech, but I happened to graduate from college in the Silicon Valley in the early nineties and next thing you know, it's more than a couple years later and I'm deeply in tech and I think it when we were having the conversation about confidence and willingness to learn and try that really spoke to me as well. I think I had to get out of my own way sometimes and just be willing to not be the smartest person in the room and just be willing to ask a lot of questions. And with every opportunity to ask questions, I think somebody, I ended up with good mentors, male and female, that saw the willingness to ask questions and the willingness to be humble in my approach to learning. And that really helped. I'm also very aware that nobody's journey is the same and I need to create an environment on my team and I need to be a role model within AWS and Amazon for allowing people to show up in the way that they're going to be most successful. And sometimes that will mean giving them learning opportunities. Sometimes that will be hooking them up with a mentor. Sometimes that will be giving them the freedom to do what they need for their family or their personal life. And modeling that behavior regardless of gender has always been how I choose to show up and what I ask my leaders to do. And the more we can do that, I've seen the team been able to grow and flourish in that way and support our entire team. >> I love that story. You also have a great leader, Maureen Lonergan, who I've met many conversations with, but also it starts at the top. Andy Jassy who can come across, he's kind of technical, he's dirty, he's a builder mentality. He has first principles and you're bringing up this first principles concept and whether that's passing it forward, what you've learned, having first principles helps in an organization. Can you guys talk about what that's like at your company? 'Cause everyone's different. And sometimes whether, and I sometimes I worry about what I say, but I also have my first principles. So talk about how principles matter in how you guys interface with others and letting people be their authentic self. >> Yeah, I'll jump in Jenni and then you can. The Amazon leadership principles are super important to how we interact with each other and it really does provide a set of guidelines for how we work with each other and how we work for our customers and with our partners. But most of all it gives us a common language and a common set of expectations. And I will be honest, they're not always easy. When you come from an environment that tends to be less open to feedback and less open to direct conversations than you find at Amazon, it could take a while to get used to that, but for me at least, it was extremely empowering to have those tools and those principles as guidance for how to operate and to gain the confidence in using them. I've also been able to participate in hundreds and hundreds of interviews in the time that I've been here as part of an interview team of bar raisers. I think that really helps us understand whether or not folks are going to be successful at AWS and at Amazon and helps them understand if they're going to be able to be successful. >> Bar raising is an Amazon term and it's gender neutral, right Jenni? >> It is gender neutral. >> Bar is a bar, it raises. >> That's right. And it's funny, we say that our culture here is peculiar. And when I started, I had been in consulting for several years, so I worked with a lot of different companies in tech and so I thought I'd seen everything and I came here and I went, "Hmm." I see what they mean by peculiar. It is very different environment. >> In the fullness of time, it'll all work out. >> That's right, that's right. Well and it's funny because when you first started, it's a lot to figure out to how to operate in an environment where people do use a 16 leadership principles. I've worked at a lot of companies with three or four core values and nobody can state those. We could state all 16 leadership principles and we use them in our regular everyday dialogue. That is an awkward thing when you first come to have people saying, "Oh, I'm going to use bias for action in this situation and I'm going to go move fast. And they're actually used in everyday conversations. But after a couple years suddenly you realize, "Oh, I'm doing that." And maybe even sometimes at the dinner table I'm doing that, which can get to be a bit much. But it creates an environment where we can all be different. We can all think differently. We can all have different ways of doing things, but we have a common overall approach to what we're trying to achieve. And that's really, it gives us a good framework for that. >> Jenni, it's great insight. Heather, thank you so much for sharing your stories. We're going to do this not once a year. We're going to continue this Women in Tech program every quarter. We'll check in with you guys and find out what's new. And thank you for what you do. We appreciate that getting the word out and really is an opportunity for everyone with education and cloud and it's only going to get more opportunities at the edge in AI and so much more tech. Thank you for coming on the program. >> Thank you for having us. >> Thanks, John. >> Thank you. That's the International Women's Day segment here with leaders from AWS. I'm John Furrier. Thanks for watching. (upbeat musiC)

(bright music) >> Hello, everyone. Welcome to theCUBE special presentation of International Women's Day. I'm John Furrier, host of theCUBE. This is a global special open program we're doing every year. We're going to continue it every quarter. We're going to do more and more content, getting the voices out there and celebrating the diversity. And I'm excited to have an amazing guest here, LaDavia Drane, who's the head of Global Inclusion Diversity & Equity at AWS. LaDavia, we tried to get you in on AWS re:Invent, and you were super busy. So much going on. The industry has seen the light. They're seeing everything going on, and the numbers are up, but still not there, and getting better. This is your passion, our passion, a shared passion. Tell us about your situation, your career, how you got into it. What's your story? >> Yeah. Well, John, first of all, thank you so much for having me. I'm glad that we finally got this opportunity to speak. How did I get into this work? Wow, you know, I'm doing the work that I love to do, number one. It's always been my passion to be a voice for the voiceless, to create a seat at the table for folks that may not be welcome to certain tables. And so, it's been something that's been kind of the theme of my entire professional career. I started off as a lawyer, went to Capitol Hill, was able to do some work with members of Congress, both women members of Congress, but also, minority members of Congress in the US Congress. And then, that just morphed into what I think has become a career for me in inclusion, diversity, and equity. I decided to join Amazon because I could tell that it's a company that was ready to take it to the next level in this space. And sure enough, that's been my experience here. So now, I'm in it, I'm in it with two feet, doing great work. And yeah, yeah, it's almost a full circle moment for me. >> It's really an interesting background. You have a background in public policy. You mentioned Capitol Hill. That's awesome. DC kind of moves slow, but it's a complicated machinery there. Obviously, as you know, navigating that, Amazon grew significantly. We've been at every re:Invent with theCUBE since 2013, like just one year. I watched Amazon grow, and they've become very fast and also complicated, like, I won't say like Capitol, 'cause that's very slow, but Amazon's complicated. AWS is in the realm of powering a generation of public policy. We had the JEDI contract controversy, all kinds of new emerging challenges. This pivot to tech was great timing because one, (laughs) Amazon needed it because they were growing so fast in a male dominated world, but also, their business is having real impact on the public. >> That's right, that's right. And when you say the public, I'll just call it out. I think that there's a full spectrum of diversity and we work backwards from our customers, and our customers are diverse. And so, I really do believe, I agree that I came to the right place at the right time. And yeah, we move fast and we're also moving fast in this space of making sure that both internally and externally, we're doing the things that we need to do in order to reach a diverse population. >> You know, I've noticed how Amazon's changed from the culture, male dominated culture. Let's face it, it was. And now, I've seen over the past five years, specifically go back five, is kind of in my mental model, just the growth of female leaders, it's been impressive. And there was some controversy. They were criticized publicly for this. And we said a few things as well in those, like around 2014. How is Amazon ensuring and continuing to get the female employees feel represented and empowered? What's going on there? What programs do you have? Because it's not just doing it, it's continuing it, right? And 'cause there is a lot more to do. I mean, the half (laughs) the products are digital now for everybody. It's not just one population. (laughs) Everyone uses digital products. What is Amazon doing now to keep it going? >> Well, I'll tell you, John, it's important for me to note that while we've made great progress, there's still more that can be done. I am very happy to be able to report that we have big women leaders. We have leaders running huge parts of our business, which includes storage, customer experience, industries and business development. And yes, we have all types of programs. And I should say that, instead of calling it programs, I'm going to call it strategic initiatives, right? We are very thoughtful about how we engage our women. And not only how we hire, attract women, but how we retain our women. We do that through engagement, groups like our affinity groups. So Women at Amazon is an affinity group. Women in finance, women in engineering. Just recently, I helped our Black employee network women's group launch, BEN Women. And so you have these communities of women who come together, support and mentor one another. We have what we call Amazon Circles. And so these are safe spaces where women can come together and can have conversations, where we are able to connect mentors and sponsors. And we're seeing that it's making all the difference in the world for our women. And we see that through what we call Connections. We have an inclusion sentiment tracker. So we're able to ask questions every single day and we get a response from our employees and we can see how are our women feeling, how are they feeling included at work? Are they feeling as though they can be who they are authentically at Amazon? And so, again, there's more work that needs to be done. But I will say that as I look at the data, as I'm talking to engaging women, I really do believe that we're on the right path. >> LaDavia, talk about the urgent needs of the women that you're hearing from the Circles. That's a great program. The affinity circles, the groups are great. Now, you have the groups, what are you hearing? What are the needs of the women? >> So, John, I'll just go a little bit into what's becoming a conversation around equity. So, initially I think we talked a lot about equality, right? We wanted everyone to have fair access to the same things. But now, women are looking for equity. We're talking about not just leveling the playing field, which is equality, but don't give me the same as you give everyone else. Instead, recognize that I may have different circumstances, I may have different needs. And give me what I need, right? Give me what I need, not just the same as everyone else. And so, I love seeing women evolve in this way, and being very specific about what they need more than, or what's different than what a man may have in the same situation because their circumstances are not always the same and we should treat them as such. >> Yeah, I think that's a great equity point. I interviewed a woman here, ex-Amazonian, she's now a GSI, Global System Integrator. She's a single mom. And she said remote work brought her equity because people on her team realized that she was a single mom. And it wasn't the, how do you balance life, it was her reality. And what happened was, she had more empathy with the team because of the new work environment. So, I think this is an important point to call out, that equity, because that really makes things smoother in terms of the interactions, not the assumptions, you have to be, you know, always the same as a man. So, how does that go? What's the current... How would you characterize the progress in that area right now? >> I believe that employers are just getting better at this. It's just like you said, with the hybrid being the norm now, you have an employer who is looking at people differently based on what they need. And it's not a problem, it's not an issue that a single mother says, "Well, I need to be able to leave by 5:00 PM." I think that employers now, and Amazon is right there along with other employers, are starting just to evolve that muscle of meeting the needs. People don't have to feel different. You don't have to feel as though there's some kind of of special circumstance for me. Instead, it's something that we, as employers, we're asking for. And we want to meet those needs that are different in some situations. >> I know you guys do a lot of support of women outside of AWS, and I had a story I recorded for the program. This woman, she talked about how she was a nerd from day one. She's a tomboy. They called her a tomboy, but she always loved robotics. And she ended up getting dual engineering degrees. And she talked about how she didn't run away and there was many signals to her not to go. And she powered through, at that time, and during her generation, that was tough. And she was successful. How are you guys taking the education to STEM, to women, at young ages? Because we don't want to turn people away from tech if they have the natural affinity towards it. And not everyone is going to be, as, you know, (laughs) strong, if you will. And she was a bulldog, she was great. She's just like, "I'm going for it. I love it so much." But not everyone's like that. So, this is an educational thing. How do you expose technology, STEM for instance, and making it more accessible, no stigma, all that stuff? I mean, I think we've come a long way, but still. >> What I love about women is we don't just focus on ourselves. We do a very good job of thinking about the generation that's coming after us. And so, I think you will see that very clearly with our women Amazonians. I'll talk about three different examples of ways that Amazonian women in particular, and there are men that are helping out, but I'll talk about the women in particular that are leading in this area. On my team, in the Inclusion, Diversity & Equity team, we have a program that we run in Ghana where we meet basic STEM needs for a afterschool program. So we've taken this small program, and we've turned their summer camp into this immersion, where girls and boys, we do focus on the girls, can come and be completely immersed in STEM. And when we provide the technology that they need, so that they'll be able to have access to this whole new world of STEM. Another program which is run out of our AWS In Communities team, called AWS Girls' Tech Day. All across the world where we have data centers, we're running these Girls' Tech Day. They're basically designed to educate, empower and inspire girls to pursue a career in tech. Really, really exciting. I was at the Girls' Tech Day here recently in Columbus, Ohio, and I got to tell you, it was the highlight of my year. And then I'll talk a little bit about one more, it's called AWS GetIT, and it's been around for a while. So this is a program, again, it's a global program, it's actually across 13 countries. And it allows girls to explore cloud technology, in particular, and to use it to solve real world problems. Those are just three examples. There are many more. There are actually women Amazonians that create these opportunities off the side of their desk in they're local communities. We, in Inclusion, Diversity & Equity, we fund programs so that women can do this work, this STEM work in their own local communities. But those are just three examples of some of the things that our Amazonians are doing to bring girls along, to make sure that the next generation is set up and that the next generation knows that STEM is accessible for girls. >> I'm a huge believer. I think that's amazing. That's great inspiration. We need more of that. It's awesome. And why wouldn't we spread it around? I want to get to the equity piece, that's the theme for this year's IWD. But before that, getting that segment, I want to ask you about your title, and the choice of words and the sequence. Okay, Global Inclusion, Diversity, Equity. Not diversity only. Inclusion is first. We've had this debate on theCUBE many years now, a few years back, it started with, "Inclusion is before diversity," "No, diversity before inclusion, equity." And so there's always been a debate (laughs) around the choice of words and their order. What's your opinion? What's your reaction to that? Is it by design? And does inclusion come before diversity, or am I just reading it to it? >> Inclusion doesn't necessarily come before diversity. (John laughs) It doesn't necessarily come before equity. Equity isn't last, but we do lead with inclusion in AWS. And that is very important to us, right? And thank you for giving me the opportunity to talk a little bit about it. We lead with inclusion because we want to make sure that every single one of our builders know that they have a place in this work. And so it's important that we don't only focus on hiring, right? Diversity, even though there are many, many different levels and spectrums to diversity. Inclusion, if you start there, I believe that it's what it takes to make sure that you have a workplace where everyone knows you're included here, you belong here, we want you to stay here. And so, it helps as we go after diversity. And we want all types of people to be a part of our workforce, but we want you to stay. And inclusion is the thing. It's the thing that I believe makes sure that people stay because they feel included. So we lead with inclusion. Doesn't mean that we put diversity or equity second or third, but we are proud to lead with inclusion. >> Great description. That was fabulous. Totally agree. Double click, thumbs up. Now let's get into the theme. Embracing equity, 'cause this is a term, it's in quotes. What does that mean to you? You mentioned it earlier, I love it. What does embrace equity mean? >> Yeah. You know, I do believe that when people think about equity, especially non-women think about equity, it's kind of scary. It's, "Am I going to give away what I have right now to make space for someone else?" But that's not what equity means. And so I think that it's first important that we just educate ourselves about what equity really is. It doesn't mean that someone's going to take your spot, right? It doesn't mean that the pie, let's use that analogy, gets smaller. The pie gets bigger, right? >> John: Mm-hmm. >> And everyone is able to have their piece of the pie. And so, I do believe that I love that IWD, International Women's Day is leading with embracing equity because we're going to the heart of the matter when we go to equity, we're going to the place where most people feel most challenged, and challenging people to think about equity and what it means and how they can contribute to equity and thus, embrace equity. >> Yeah, I love it. And the advice that you have for tech professionals out there on this, how do you advise other groups? 'Cause you guys are doing a lot of great work. Other organizations are catching up. What would be your advice to folks who are working on this equity challenge to reach gender equity and other equitable strategic initiatives? And everyone's working on this. Sustainability and equity are two big projects we're seeing in every single company right now. >> Yeah, yeah. I will say that I believe that AWS has proven that equity and going after equity does work. Embracing equity does work. One example I would point to is our AWS Impact Accelerator program. I mean, we provide 30 million for early stage startups led by women, Black founders, Latino founders, LGBTQ+ founders, to help them scale their business. That's equity. That's giving them what they need. >> John: Yeah. >> What they need is they need access to capital. And so, what I'd say to companies who are looking at going into the space of equity, I would say embrace it. Embrace it. Look at examples of what companies like AWS is doing around it and embrace it because I do believe that the tech industry will be better when we're comfortable with embracing equity and creating strategic initiatives so that we could expand equity and make it something that's just, it's just normal. It's the normal course of business. It's what we do. It's what we expect of ourselves and our employees. >> LaDavia, you're amazing. Thank you for spending the time. My final couple questions really more around you. Capitol Hill, DC, Amazon Global Head of Inclusion, Diversity & Equity, as you look at making change, being a change agent, being a leader, is really kind of similar, right? You've got DC, it's hard to make change there, but if you do it, it works, right? (laughs) If you don't, you're on the side of the road. So, as you're in your job now, what are you most excited about? What's on your agenda? What's your focus? >> Yeah, so I'm most excited about the potential of what we can get done, not just for builders that are currently in our seats, but for builders in the future. I tend to focus on that little girl. I don't know her, I don't know where she lives. I don't know how old she is now, but she's somewhere in the world, and I want her to grow up and for there to be no question that she has access to AWS, that she can be an employee at AWS. And so, that's where I tend to center, I center on the future. I try to build now, for what's to come, to make sure that this place is accessible for that little girl. >> You know, I've always been saying for a long time, the software is eating the world, now you got digital transformation, business transformation. And that's not a male only, or certain category, it's everybody. And so, software that's being built, and the systems that are being built, have to have first principles. Andy Jassy is very strong on this. He's been publicly saying, when trying to get pinned down about certain books in the bookstore that might offend another group. And he's like, "Look, we have first principles. First principles is a big part of leading." What's your reaction to that? How would you talk to another professional and say, "Hey," you know this, "How do I make the right call? Am I doing the wrong thing here? And I might say the wrong thing here." And is it first principles based? What's the guardrails? How do you keep that in check? How would you advise someone as they go forward and lean in to drive some of the change that we're talking about today? >> Yeah, I think as leaders, we have to trust ourselves. And Andy actually, is a great example. When I came in as head of ID&E for AWS, he was our CEO here at AWS. And I saw how he authentically spoke from his heart about these issues. And it just aligned with who he is personally, his own personal principles. And I do believe that leaders should be free to do just that. Not to be scripted, but to lead with their principles. And so, I think Andy's actually a great example. I believe that I am the professional in this space at this company that I am today because of the example that Andy set. >> Yeah, you guys do a great job, LaDavia. What's next for you? >> What's next. >> World tour, you traveling around? What's on your plate these days? Share a little bit about what you're currently working on. >> Yeah, so you know, at Amazon, we're always diving deep. We're always diving deep, we're looking for root cause, working very hard to look around corners, and trying to build now for what's to come in the future. And so I'll continue to do that. Of course, we're always planning and working towards re:Invent, so hopefully, John, I'll see you at re:Invent this December. But we have some great things happening throughout the year, and we'll continue to... I think it's really important, as opposed to looking to do new things, to just continue to flex the same muscles and to show that we can be very, very focused and intentional about doing the same things over and over each year to just become better and better at this work in this space, and to show our employees that we're committed for the long haul. So of course, there'll be new things on the horizon, but what I can say, especially to Amazonians, is we're going to continue to stay focused, and continue to get at this issue, and doing this issue of inclusion, diversity and equity, and continue to do the things that work and make sure that our culture evolves at the same time. >> LaDavia, thank you so much. I'll give you the final word. Just share some of the big projects you guys are working on so people can know about them, your strategic initiatives. Take a minute to plug some of the major projects and things that are going on that people either know about or should know about, or need to know about. Take a minute to share some of the big things you guys got going on, or most of the things. >> So, one big thing that I would like to focus on, focus my time on, is what we call our Innovation Fund. This is actually how we scale our work and we meet the community's needs by providing micro grants to our employees so our employees can go out into the world and sponsor all types of different activities, create activities in their local communities, or throughout the regions. And so, that's probably one thing that I would like to focus on just because number one, it's our employees, it's how we scale this work, and it's how we meet our community's needs in a very global way. And so, thank you John, for the opportunity to talk a bit about what we're up to here at Amazon Web Services. But it's just important to me, that I end with our employees because for me, that's what's most important. And they're doing some awesome work through our Innovation Fund. >> Inclusion makes the workplace great. Empowerment, with that kind of program, is amazing. LaDavia Drane, thank you so much. Head of Global Inclusion and Diversity & Equity at AWS. This is International Women's Day. I'm John Furrier with theCUBE. Thanks for watching and stay with us for more great interviews and people and what they're working on. Thanks for watching. (bright music)