>> Narrator: Live from Washington D.C., it's theCUBE. Covering AWS Public Sector Summit. Brought to you by Amazon Web Services. >> Welcome back, everyone, to Washington D.C. and theCUBE's live coverage of AWS Public Sector Summit. I'm your host, Rebecca Knight, alongside John Furrier. We are joined by Jay Carney. He is the senior vice president global corporate affairs Amazon and AWS. Thank you so much for coming on theCUBE. >> Thank you so much for having me. It's great to be here. >> You are just coming from a panel with Senator Mark Warner of Virginia, where the topic was regulation and tech. I want to hear what was talked about and what your thoughts were there. >> Sure, there were a lot of topics, including the HQ2, which as you know, we're locating in northern Virginia. Senator Warner has a very specific interest in that, and we talked about that a lot. One thing that he's involved in, he's the vice chairman of the Senate Intelligence Committee, the leading democrat on the committee, and he takes these issue very seriously. He's very focused on, especially social media, but tech in general and national security concerns, as well as issues around deep fake news and fake news and the like. Now, a lot of that isn't our territory as a business, but we think that where we do fall into scrutiny for regulation, we welcome the scrutiny. We're a big company, obviously, and we're very focused on serving our customers. Part of delivering for our customers means ensuring that we work with elected officials and regulators and pass that scrutiny well. We'll see what the future brings in different spaces. Our concern, or our hope in general, if it's around privacy or other areas of tech regulation, that uniformity is obviously preferable to having, say, 50 state laws, whether it's around facial recognition technology or broader privacy initiatives. Senator Warner's supportive of a federal legislation, as a lot of folks are both sides of the aisle. >> Jay one of the things that you guys live every day at Amazon, and following you guys for the past nine, ten years now for theCUBE, is you're willing to be misunderstood as a company to continue the long game. Jeff Bezos talked about the long game all the time. Doesn't look at stock prices, all those kind of quips, but the innovation engine has been very strong, and with digital transformation now at an all time high, new value is being created in new ways that some people don't understand. You guys are on a constant mission to educate. Here in D.C., what's clear to me is this awakening of this value proposition, and in some cases, it's not very good, the value. Weaponizing is a word we've heard. Big tech is kind of under a lot of conversations, but there's a lot of good things happening. You guys create a lot of value as a company-- >> Sure, and I think the industry at large creates a lot of value. I think we need to ensure, we, the American people, American citizenry, and on our behalf, those elected officials who ultimately make the decisions, that as we scrutinize and explore regulating some of these arenas, that we do it in a way that creates public benefit, that prevents, wherever possible, misuse of technology, but that continues to allow the kind of innovation that's made the United States the center of technological innovation over the last 30 or 40 years. That's not an easy job, but I think that folks in tech need to work with and collaborate with regulators and lawmakers to talk about how to do that because you wouldn't want, I mean, a good example, I think is technological innovation is value neutral, usually. It's a new service or a new product that can do something. It itself is just a product, so it doesn't have a conscience. It's self moral. How you use it is really what determines whether it's something that's good or bad. Many technologies can be used for good or for ill. We have a service at AWS, a facial recognition service. We're certainly not the only company that provides that service to customers. Thus far, since Amazon recognition has been around, we've had reports of thousands of positive uses, finding missing children, breaking up human sex trafficking, human trafficking rings, assisting law enforcement in positive ways. We haven't heard yet any cases of abuses by law enforcement, but we certainly understand that that potential exists, and we encourage regulators and lawmakers to look closely at that. We've put forth publicly guidelines that we think would be useful as they build a legislative, a regulatory framework. >> (mumbles) asking last night even was saying you guys are very open. He wasn't hiding behind any kind of stories. How do we talk to regulators? We want to embrace those conversations. He wasn't saying, "We want to be regulated." He didn't say that, but he wasn't hiding from the fact that these conversations we need to have. >> I think we understand that the potential misuse of some technology is real. We've seen it in other countries, for example, in ways that violate civil liberties. We want to make sure that in this democracy, that we have an infrastructure in place, a regulatory infrastructure, that continues to allow innovation to blossom but protects the civil liberties of people in the United States. We're a global company, but we started off, and we are an American company, and we care deeply about those issues as a company. >> I think that that's really the big question, is how would this regulatory process work? You're talking about having these conversations, particularly around unintended consequences of these new technologies and services. How would it work? Particularly, someone like you who was in government, now in the private sector, at what point are these conversations taking place, and how might it work? At the innovation stage? At the creation, you know what I mean? Just now that we're really getting into it. >> In some cases, there's real progress being made. On privacy for example, all of your viewers no GDPR in Europe was the first multinational comprehensive privacy regulation that's been implemented. In the United States, we don't have a federal law yet. California's taken steps, has passed a bill, and other states are looking at it. We think for U.S. competitiveness, one law is better than 50 laws. We think that we're fully compliant with GDPR, and it actually was not as complicated for us to meet the compliance requirements as it might've been for other tech companies because of the nature of our business in the European Union. There are aspects of GDPR that I think are unnecessarily bureaucratic or clunky, so there's ways to take that as a base and improve it so that the privacy concerns are rightfully addressed, but innovation continues at pace. >> How about antitrust? We had a conversation a couple years ago to reinvent around antitrust. You made a comment to me, we're faster, ship faster, lower cheaper price, lower prices, how are people harmed? There's been a lot of young academics who are challenging the old antitrust definition. Does digital recast itself in antitrust? This is a conversation that think tanks are starting to have now around what does that mean for the modern era, or modernizing government, including laws of regulation? Your thoughts on that. >> I'm not a lawyer. I'm careful to speak authoritatively where I don't know all the details. Consumer harm is the standard. For all the reasons that you described, our mission as a company is to reward the customer with more convenience, more selection, and lower prices. Certainly, we fulfill that mission and don't meet that standard when it comes to any way you might look at that competitively. Even more broadly, there's a misconception about Amazon. Because we're a consumer-facing business primarily, and because we are involved in a lot of different things, some more successfully than others, that we're perceived as bigger than we are. The fact is retail, our original business, our core business, is the biggest marketplace there is. In the United States, we're less than 4% of retail, and we're not even the biggest retailer in the United States. Cloud, AWS, we're here at the Public Sector Summit. >> You've got competition-- >> We have intense, high quality competition, and deep-pocketed competition. As you know, and your viewers know this, the cloud revolution is in its early stages. The opportunity there is enormous, and we're just getting started. There'll be plenty of winners in this space, so again, I don't see any way that you might look at it, that there would be competitive issues. Also, there's a perception that Amazon itself is singular, so that you buy from Amazon, therefore you're not buying from somebody else, but in fact, when we opened Marketplace, I think in 2001, we opened the website to other sellers. What used to be 100% Amazon product and inventory for sale on amazon.com, has now, 2019, risen to over 55% not being Amazon. Third-party sellers, small and medium sized businesses, more than a million of them in the United States, sell in our store and get access to all the customers we have through our store. That side of our business is growing much faster than the Amazon retail business, and I think it demonstrates the value proposition for all of the small and medium sized businesses. >> Yeah, we've got time for one more question, for Rebecca and I, one, you might have one. As Steve Jobs once said, technology, liberal arts, you've got the nice street signs kind of intersecting, I think that plays now more than ever societal impact has become a huge part of the conversation around tech, tech impact. You're a policy expert. You've been studying it. You're living in D.C. The policy game seems to be more important now than ever before around tech and the participation of technology companies in policy, not just hiring a policy firm, or a team to do it, actively engage and be, as an ingredient of the company. Is there enough people (laughs) that can actually do that, one, and what are some of the key policy opportunities are out there for either young individuals, like my daughter, or other young people coming out of college? Because it seems to me the game is shaping into a new direction. >> The space is fascinating because these issues really are front and center right now around questions around technology and how to ensure that as it continues to evolve that it does so in a way that allows for innovation but also protects private, civil liberties, and the like. You can't be in a more exciting space if you're going to be in the private sector engaging in policy. Even if you're in government, if you're on that side, it's a very interesting space to be in. All of it, tech has grown up, the internet has grown up, and there's no question that with that more attention is being paid. That's fine and appropriate. >> More responsibility and accountability. >> More responsibility, sure. >> I just have one more final thing in this. Because of your vantage point of someone who is in a famously tech savvy administration, the Obama Administration, and then we also see lawmakers questioning Mark Zuckerberg, seemingly not understanding how Facebook makes money, do lawmakers get it? >> I think a lot of lawmakers do. I was just with one, Mark Warner, from Virginia, U.S. senator, former telecomm executive and investor. He very much gets it. The caricature is, I think, exaggerated, but look, that's our job. It's our job, it's the press', it's everybody... One thing we do here with the team we have in D.C. is be a resource of information, try to explain, here's what's happening. Here's how our model works. Here's how the technology works. I think that can only help as regulators and lawmakers decide how they want to approach these problems. >> A lot of innovation opportunities. Just the CIA deal alone is set off from a gestation period, now growth around cloud acceleration. >> I think it demonstrates in a way we're very customer focused, and that is especially true when it comes to our national security agencies and defense agencies, but also that security's our first concern at AWS, as well as at broader Amazon. We're glad to have those customers. >> Thanks for coming by. >> Yup, thanks a lot. >> Yes, excellent. Thanks so much, Jay. >> Thank you. >> I'm Rebecca Knight for John Furrier. Please stay tuned for more of theCUBE AWS Public Sector. We will have Theresa Carlson coming up next. (upbeat music)

>> 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)

I met with some CIOs yesterday from the state local government now that has been a super surprising market for me where I'm seeing them actually 2018 was a true change of the year for them massive workloads in the state Medicaid systems that are moving off of legacy systems on AWS justice and public safety systems moving off on AWS so that's where you're seeing news but you know what they shared with me yesterday and my theme as you saw today was removing barriers but they talked about acquisition barriers still that states still don't know how to buy cloud and they were asking for help can you help kind of educate and work with our acquisition officials so it's nice when they're asking us for help in areas that they see their own lockers Cyber Command cannot see today attacks on our country so they're left to try to go after the offense but all the offense has to do is hit over here they're looking at these sets of targets there you don't see the attacks so they wouldn't have seen the attack on Sony they don't see these devastating attacks they don't see the thefts so the real solution to what you bring up is make it visible make it so our nation can defend itself in cyber by seeing the attacks that are hitting us that should help us protect companies and sectors and help us share that information it has to be at speed so we talk about sharing but it's senseless for me to send you for air traffic control a letter that a plane is located at overhead you get it in the mail seven days later you think fighting blindfolded that's right I mean you can't do either and so what it gets you to is we have to create the new norm for visibility in cyberspace this does a whole host of things and you were good to bring out it's also fake news it's also deception it's all these other things that are going on we have to make that visible so what ground station is is it's a service that you can use like any other cloud service just pay for what you use on demand you can scale up you can scale down and we think that we're in the early stages of opening up innovations in this industry where an AWS announced a partnership in October 2016 and it really was the coming together of the best in the public cloud with the best of the private cloud for what we describe as the hybrid cloud opportunity in the past two and a half years coming up on three years pretty soon has been incredibly exciting we started off with some of the key industries that we fell for us public sectors are among our top three industries by financial services telco public sector healthcare manufacturing all the key industries technology we're looking for ways by which they could take their applique into the cloud without having to refactor Andry platform those applications that's a big deal because it's wasted work if you could lift and shift and then innovate and that's the value we brought to the public sector and some of our earliest customers were customers in the public sector like MIT schools about both of the regulated industries in the on-premise world were very strong in almost every civilian military the legislative branch the judicial branch the federal agencies all of them use us millions and millions of workloads the question really is how is they think about modernization and yet they get the best benefits of the public cloud while leveraging their VMware footprint at FINRA we have a very deliberate technology strategy and we constantly keep pace with technology in order to affect our business in the best possible way we always are looking for means to get more efficient and more effective and use our funding for the best possible business value so to that end we are completely in the cloud for a lot of our market regulation operations all the applications are in the cloud we in fact we were one of the early adopters of the cloud from that perspective all of our big data operations were fully operational in the cloud by 2016 itself that was itself a two-year project that we started in 2014 then from 2016 we have been working with machine language and recently over the past six months or so we've been working with neural networks so this was an opportunity for us to share what where we have been where we are coming from where we are going with the intent that whatever we do by way of principles can be adopted by any other enterprise we are looking to share our journey and to encourage others to adopt technology that's really I mean the problems that could be solved with technology now for good will I think will outweigh the technology for hill as Jay Carney calls it so right now when everyone's talking about Facebook and all this nonsense that happened with the elections I think is that's pretty visible that's painful for people to kind of deal with but then the reality is that never should have happened I think you're gonna see a resurgence of people that are going to solve problems and if you look at the software developer persona over the past 10 to 15 years it went from hire some developers build a product ship it market and make some money to developers being the front lines power players in software companies they're on the front lines they're making changes they're moving fast creating value I see that kind of paradigm hitting normal people where they can impact change like a developer would for an application in society I think you're gonna have younger people solving all kinds of crisis around whether it's hopefully crisis healthcare these problems will be solved at a-- will be a big catalyst a great example it would be when you think about all these siloed organizations within our community care you're unable to track any one one record and the record could be an individual or an organization so well what they're doing is they're moving all those disparate data silos into an opportunity to say let's do how many constituents do we have what type of services do they need how do we become proactive so when you take a look at someone who's moved into the community and their health record comes in what are the services that they need because right now they have to go find those services and if the county were to do things more proactively say hey these are the services that you need here's where you can actually go and get them and it's it's those individual personalized engagements that once you pull all that data together through all the different organizations from the beginning of a 911 for whatever reason through their health record to say this is the care that they need they these are the cares that they have and these are the services that they need and oh by the way they might be allergic to something or they might have missed a doctor's appointment let's go ensure that they're getting the health care there's one state that's actually even thinking about their senior care why don't we go put an Alexa in their house to remind them that these are the medications that you need you have a doctor's appointment at 2:00 o'clock do you want me to order a ride for you to get to your doctor's appointment on time that is proactive you walk around the expo floor here the booths are much smaller and I didn't understand that at first and then it quit for me if you want to sell services to government you don't buy a bigger booth you buy a congressperson and it turns out those are less expensive many technologies can be used for for good or for ill we we have a service at AWS a facial recognition service we're certainly not the only company that provides that service to customers thus far since Amazon recognition has been around we've had reports of thousands of positive uses - you know finding missing children breaking up human sex trafficking human trafficking rings assisting law enforcement in positive ways we haven't heard yet any cases of abuse by law enforcement but we certainly understand that that potential exists and we we encourage regulators and lawmakers to look closely at that we've put forth publicly guidelines that we think would be useful as they build a legislative or regulatory framework you

>> live from New York. It's the Q covering AWS Global Summit 2019. Brought to you by Amazon Web service is >> Hi and welcome to New York City, The Big Apple. I'm stupid and my co host for today is Cory Quinn, and this is eight of us. Summit New York City. It is one of the regional events that they have, but these regional events are actually tend to be bigger and more exciting than >> many companies. You know, big events not say that companies don't do good shows, but if you look, we've got 11,500 people in attendance over 120 seconds over 125. Sponsoring partners here in the ecosystem just had Werner Vogels up on stage. A number of the customers such a fin ra and Gordon, who we will have on the program on good energy, a local show it is free to attend Cory. Before >> we get into the technology, though, there's a little bit of a protest going on. Here is actually the second Amazon show in a row that this was was that Amazon re Mars, where a protester talking about I believe it was >> something around about chickens in Whole Foods. Basically, she got really close to the richest man in the world. But the protest here, it's outside, it's going and it's about ice and border control was actually a very well organized protest. Security had to take many of them out for the first least half hour of the of the keynote. Warner stopped a few times and said, Look, I'll be happy to talk to you after, >> but please let me finish. I thought he handled it, respectively. But what? What was your take? >> Very much so. And it's, I think it's an issue with There aren't too many people you'd want associate with on the other side of it, Kids in Cages is not something anyone sensible wants to endorse. The challenge that I continually have, I think, is that it's easy to have these conversations. Now is not the time. Okay, great. Typically, it's difficult to get big companies to say, and now is the time for us to address this and anything outside of very carefully worded statements. So I empathize. I really do. I mean, as a speaker myself, it's terrifying to me the idea that I could go up and have to have that level of conversation and a suddenly interrupted by people yelling at me. It's gotta be nerve wracking. Speaking to 10,000 people on its own is not easy, and having to carry that forward with something that effectively comes down to a morality question is it's gotta be tough. I have sympathy for people going through this on work on Amazon, and it's I don't know that there's a great answer right now. >> So, Cory, I know you know You are not >> deep in the government space, but you were at the public sector show there and there's always this discussion as you know Well, you're supplying the technology. While Amazon might not be providing, you know, bummers and, you know, guns. They are providing the technology underneath. Facial recognition causes a lot of concern, you know, rightfully so that make sure we understand this thing. Security products in the light. So, you know, when you have the Department of Defense and Border Control as your clients, they do open themselves up for some criticism, >> right? At some point, you have to wonder who you do business with versus who don't do business with and the historical approach. Well, as long as there are sanctions or laws preventing us from doing business with someone, we'll be open to all comers. I some level I find that incredibly compelling. In practice, the world is messy. If things were that black and white, we wouldn't have these social media content, moderation issues. It would be a very different story with a very different narrative. >> Yeah, definitely. Amazon as a whole has a platform, and they have relationships. You know, Jeff Bezos has met with, you know, the highest levels of power in this country. They've got Jay Carney. The foot was part of the Obama administration helping with policy. So absolutely with great to see Amazon, you know, take a strong statement and you know, for good is something that we're hugely a part of and therefore way want to see all the suppliers you know, having a dialogue and helping to move this >> for you. And I think the lesson that we take from it, too, is that there are multiple ways to agitate for change and protest. One is to disrupt the keynote, and I understand that it gets attention and it's valuable. But you could do that, or you can have a seat at the table and start lobbying for change, either internally or with stakeholders. But you need to it. There's a bunch of different paths to get there, and I think that I don't blame anyone who's protesting today, and I don't blame anyone who chose not to. >> All right, So let's let's let's talk now about some of the content. So, Cory lutely, you know that there there's in the Amazon ecosystem. Every day we wake up and there were multiple new announcements. A matter of fact. We're always saying, Oh my gosh, how do I keep up with all of the things happening there? Well, one of the ways we keep up with it is reading last week in a VWs, which is your newsletter. I'll do the shameless plug, you know, for much. Appreciate your telling my story, Cory, But Amazon Cloudwatch Container Insight, Amazon event bridge. You know, new developer kids fluent bid, you know, talking about the momentum of the company security databases on you know, the general adoption overall, you know, quick take for me as I love to hear you know, Werner up there talking about applications. It's not purely Oh, everything's going to live in the cloud and it'll be sun shines in unicorns and rainbows. But we understand that there's challenges here, your data and how we manage that requires, you know, >> a broad ecosystem that was the event bridge is something I would >> definitely want a drilling on because from a serverless environment, not just one thing, it's lots of different things. And how do we play between all of them? But since you do sort through and sift through all of these announcements, give us a date. It was there anything new here? Did you already know all of this because it's in your R S s feed Newsletters are you know what did grab you? >> Surprisingly, it turns out, in the weeks with you have, obviously reinvent is just a firehose torrent that no human being can wind up consuming. And you see a few releases in Santa Clara and a few in New York. But I thought I knew most of things that were coming out, and I did. I missed one that I just noticed. About two minutes we went on the air called cloudwatch anomaly detection the idea is that it uses machine learning. So someone check that off the business card of the bingo card. And at that point, you take all the cloudwatch logs and start running machine learning and look for anomalies discrepancies. In the rest it uses machine learning. But rather than go figure out what it's for, it's applied to a very specific problem and those of the A. I am l products. I like the best where it's we're solving a problem with your data for you. But riding guard rails as opposed to step one, hire $2,000,000 worth of data. Scientists Step two. We're still working on that. >> All right, so court cloudwatch actually e saw the event bridge that I mentioned, which is that event ecosystem around Lambda uh, Deepak, who we're going to have on the program that said that it was the learnings from cloudwatch that helped them to build. This may be for audience. Just give us cloudwatch. There's a lot of different products under that. Give us what you hear from your customers. You know where cloudwatch fits and, you >> know, let's start at the beginning For those who are fortune enough never to have used it. Cloudwatch is AWS is internal monitoring solution. It gathers metrics, it gathers logs, it presents them in different ways. And it has interesting bill impacts as a cloud economist. I see it an awful lot where every time you the monitoring company, walk around the Expo hall, you'll trip over 40 of those. They're all gathering their data on the infrastructure from Bob Watch and interpreting that. Now you're paying for the monitoring company and you're paying for the FBI charges against it. And I was sort of frozen in amber, more or less for a good five years or so. I wrote a bit of a hit piece late last year and had some fascinating conversations afterwards, and it hasn't aged well, they're really coming to the fore with a lot of enhancements that are valuable on it. The problem is, there's a tremendous amount of data. How do you get a signal from it? How do you look at actionable things? If you're running 10,000 instances, you're not looking at individual metrics for individualism. You care about aggregates, but you also care about observe ability. You care about drilling down into things Bernard talked about X rays distributed tracing framework today, and I think we're rapidly seeing across the board that it all ties back to events. Watch events is what's driving a lot of things like >> Event Bridge >> and the idea of an event centric architecture is really what we're trying to see Software's evolving into. >> Yeah, it's one of those things, you know, when you >> talk, you know that server list term out, their events are at the center of them. And how do I get some standardization across the industry? There's some open source groups that are trying to insert themselves and give some flexibility here. You know, when I want understand from Vin, Fridge says, Okay, it's Lambda and their ecosystem. But is this going to be a lame the only ecosystem or, well, this lay the ground work so that, yes, there are other clouds out there. You know what azure has other environment? Will this eventually be able to extend beyond this, or is this a Amazon proprietary system? Do you have any insight there? >> It's a great question. I would argue that I guess one of the taking a step back for a second. It would have to be almost irrelevant in some cases. When you start looking at server this lock in, it's not the fact that who there's this magic system only in one provider that will take my crappy code and run it for me. It's tied into the entire event ecosystem. It's tied into a bunch of primitives that do not translate very well. Now, inherently by looking What event bridge is in the fact that anyone who wants to be integrated into their applications, you absolutely could wind up with a deep native integration coming from another large, hyper scale pop provider? The only question is, will >> you great, great point. I know when I've talked to some of the surveillance ecosystem, it's that skills on understanding, you know, each environment because today, doing A W S versus doing azure, there's still a lot of difference, is there? Sure I could learn >> it, But yeah, and one of the things that I think is fascinating to is we've seen a couple attempts of this before from other start ups that are doing very similar things in open stores or trying to do something themselves. But one of the things that change this tremendously here is that this is a double us doing, that it doesn't matter what they do, what ridiculous name they give it when they want something. World generally tends to sit up and notice, just by sheer virtue of its scale and the fact that it's already built out. And you don't have to build the infrastructure yourself to run these things. If anything has a chance to start driving a cohesive standard around this, it's something coming from someone like Amazon. >> Yeah, absolutely. All right, Cory, you know, database is always a hot topic. Latest stat from Werner is, I believe it was 150,000 databases migrated. You called and >> said, Hey, why's amazon dot com on there? Jeff Faris like, Well, they have a choice. And of course, Amazon would point out they were using >> a traditional database for a long time and now have >> completely unplug the last in a >> long time. But they finally got off of a database that was produced by a law firm, and I understand the reasons behind that. But I was talking with people afterwards. Amazon does have a choice. Do they use, and if AWS wants to win them over to use their service is they have to sell them just like any other customer. And that's why it's on that slide as a customer. Now, if you're not in the ecosystem like some of us are, it looks a little disjointed of weight. C successfully sold yourself and put yourself on the slide. Well, okay, >> yes, it was actually so so the biggest thing I learned at the Amazon remarks show when >> you talk about all the fulfillment centers in the robotics and machine, learning almost everything underneath there it's got eight of us. Service is underneath it, So absolutely, it is one company. But yes, Amazon is the biggest customer of AWS. But that doesn't mean that there isn't somewhere, you know. You know, I still haven't gotten the word if they're absolutely 100% on that WS because we expect that there's some 400 sitting in the back ground running >> one of those financial service things. Maybe they finally micro did that one >> that's rather building in AWS 400. >> All right, Cory, what else you know either from the key note or from your general observations about Amazon that you want to share? >> I want to say that it's very clear that Amazon is getting an awful lot of practice at putting these events on and just tracking it here. Two year, Not just the venue. Logistics, which Okay, great. Get a bunch of people in a conference room, have a conversation. Do Aquino throw him out the end. But the way they're pacing the chinos, the way they're doing narratives, the customer stories that are getting up on stage are a lot less challenging. But then they were in years past. Where people get on stage, they seem more comfortable. It's very clear that a number of Amazon exacts not just here but another. Summits have been paying serious attention to how to speak publicly to 10,000 people once it's its own unique skill. >> Yeah, and you gotta like that, You know that. You know, the two first customers that they put on which will have on financial service is, of course, a big presence here in New York City. Gord Ash has their headquarters, you know, just a few blocks uptown from good, deep stories. Isn't you know, there there's that mixed that they did a good job. I thought of kind of cloud 10 >> one because still many customers are very early on that journey. We're not all cloud native, you know, run by the developers and everything there. But, you know, good looks of technology and the new pieces for those people that have been in a while, but still, you know, welcoming and embracing for how to get started >> and the stories we're moving up the stack to. It's not. >> We had a bunch of the >> EMS, and we put them in a different place. Okay, which is great news. Everyone starts there. But now the stories are moving into running serious regulated workloads with higher level of service is And that's great, because it's also not the far extreme Twitter for pets. We built this toy project last week when someone else fell through. And now we have to give this talk. It's very clearly something large enterprises. >> Yeah. So, Corey, last thing I want to ask you is you remember in the early days, you know, that public cloud? Oh, it was It was cheap and easy to use today. They have 200 instance types up there. You know, What does that mean for customers? You know you are a cloud economist. So need your official opinion diagnosis. >> I think it reduces the question, too, before you buy a bunch of reserve businesses. Are you on the right instance? Types. And the answer is almost certainly not just based on statistics alone. So now it's a constant state of indecision. It's rooted in an epic game of battleship between two Amazon S. V. V S. And I really hope one of the winds already so we can stop getting additional instance dives every couple of months. But so far no luck. >> So in your your your perfect world, you know what the announcement reinvented, fixes the problem. >> That's a really good question. I think that fundamentally, I don't I don't And I don't think I have any customers who care what type of incidents they're running on. They want certain resource levels. They want certain performance characteristics. But whatever you call that does not matter to them and having to commit to, though what you picked for 1 to 3 years, that's a problem. You don't have to. You can go on demand, but you're leaving 30% of the day. >> Yeah, and I love that point is actually taken notes fin rot. I want to talk to them because they say they've been three major re architectures in four years. So therefore, how did they make sure that they get the latest price performance but still get, you know, good, good economics on the outdated >> regulatory authority? I just assume they get there with audit threats when it comes time >> for renegotiating. >> All right. You're Cory Quinn. I am stupid. I mean, we have a full day here of water wall coverage from eight of US. Summit, New York City. Thank you so much for watching.

>> live from Washington, D. C. It's the Cube covering a ws public sector summit by Amazon Web services. >> Welcome back, everyone. You are watching the Cuban. We're kicking off our day two of our live coverage a ws public sector summit here in our nation's capital. I'm Rebecca Knight co hosting with John Fer Yer John. It's great to be here. 18,000 people having important conversations around around governments and cloud computing. Let's extract the signal from the noise. Let's do with the Cube. Does best, >> Yeah, I mean, this is to me a really exciting event because it's got the confluence of what we love tech and cloud computing and all the awesomeness of that and that enables. But even in Washington, D. C. With the backdrop against tech clash on this, you know, narrative run tech for illah tech for bad, bad check whatever you want to call it. Anti trust is a lot of narratives around that there's a huge story around check for good. So I think there's an interesting balance there around the conversations, but this is world of heavy hitters are this week You've got senior people at the government level here, you have senior tech people hear all kind of meddling and trying to figure out howto let the tail winds of cloud computing Dr Change within government against this backdrop of tech for ill as Jay Carney, whose the global marketing policy guy for Amazon on reports to Jeff Bezos, former Obama press secretary. He's super savvy on policy, super savvy on tech. But this is a really big point in time where the future's gonna be determined by some key people and some key decisions around the role of technology for society, for the citizens, United States, for nation states as people start to figure out the role of data and all the impact of this so super exciting at that level, but also dangerous and people are telling a little bit. But I also want to run hard. That's pretty much the big story. >> So let's let's let's get into this tech backlash because you're absolutely right. Through the public, sentiment about technology and the tech behemoths has really soured. The regulators are sharpening their blades and really paying much more attention, uh, particularly because so many people say, Hey, wait a minute, why? How does Google and Facebook know all this stuff about me, but what do you think? What are we hearing on the ground in terms of where regulation is going? Before, before the cameras were rolling, you were talking about this idea of regulators working closely with the innovators, observing but not meddling. I mean, do you think that that's that's That's these dollars underwears We're going in? >> Well, not really. I think that that's where people wanted to go in. I think right now the the surprise attack of tech taking over, if you will in the minds of people and or without Israel or not, it's happened, right? So I was talking yesterday around how the Internet, when Bill Clinton was president, really grew a little bit slower than the pace of this today. But they did a good job of managing that they had private sectors take over the domain name system. We saw that grow that created in the open Web and the Web was open. Today it's different. It's faster in terms of technology innovation, and it's not as open. You have Facebook, LinkedIn and these companies that have silos of data, and they're not sharing it with cyber security General Keith Alexander, former head of the NSA and the first commander of cyber command in the U. S. The United States under Obama. He pointed out that visibility into the cyber attacks aren't there because there's no sharing of data. We heard about open data and knishes from a think tank. The role of data and information is going to be a critical conversation, and I don't think the government officials are smart enough and educated enough yet to understand that So regulatory groups want to regulate they don't know how to. They're reaching out the Amazons, Google's and the Facebook to try to figure out what's going on. And then from there they might get a path. But they're still in the early stages. Amazon feels like they're not harming anyone there. Lower prices, fast delivery, more options. They're creating an enablement environment for tons of startups, so they feel like they're not harming anyone. You're the antitrust, but if they're going to being monopolizing the market place, that's another issue. But I still think Amazon still an enabling mode, and I think you know, they're just running so hard. It's going so fast, I think there's gonna be a big challenge. And if industry doesn't step up and partner with government, it's going to be a real mess. And I think it's just moving too fast. It's very complicated. Digital is nuanced. Now. You get the role of data all this place into into into effect there. >> Well, you're absolutely right that it's going fast. Teresa Carlson on the other day talking about eight of US growth, UH, 41% year over year and she said, Cloud is the new normal. The cloud cloud is here more and more governments on state and local, really recognizing and obviously international countries to recognize that this, this is they're adopting these cloud first approach is, >> yeah, I mean, I think the first approach is validated 100%. There's no debate. I think it's not an ah ha moment. Cloud Israel. Amazon has absolutely proven since the CIA deal in 2013 that this is a viable strategy for government to get to value fast, and that is the whole speed of cloud game. It's all about time to value with agility. Eccentric center. We've been talking about that with Dev Ops for a long, long time. The real thing that I think's happening that's going on. That's kind of, you know, to read the tea leaves and we'll hear from Corey Quinn. Our host at large will go on later. This is a new generation of talent coming on board and this new generation. It feels like a counterculture mindset. These are Dev ops, mindset, people not necessarily Dev ops like in the Cloud Computing Way. They're younger, they're thinking differently, and they think like Amazon not because they love Amazon, because that's their nature. Their got their getting content in a digital way, their digital natives. They're born into that kind of cultural mindset. Of what is all this nonsense red tape? What's the bottlenecked in solving these problems? There's really not a good answer anymore, because with cloud computing and machine learning an A I, you can solve things faster. So if you expose the data, smart people go well. That's a problem that could be song. Let's solve it. So I think there's going to be a resurgence is going to be a renaissance of of younger people, kind of in a counter culture way that's going to move fast and an impact society and I think it's gonna happen pretty quickly over the next 10 years. >> Well, that's one of the things that's so inspiring about being at a conference like this one a ws public sector summit, Because we are hearing getting back to what you just said. We're solving problems and these air problems about not just selling more widgets. This's actually about saving lives, helping people, delivery of healthcare, finding Mr Missing Persons and POWs who are missing in action. >> I mean, the problems could be solved with technology now for goodwill, I think will outweigh the technology for Ayla's Jay Carney calls it. So right now, unfortunately, was talking about Facebook and all this nonsense that happened with the elections. I think that's pretty visible. That's painful for people to kind of deal with. But in the reality that never should have happened, I think you're going to see a resurgence of people that's going to solve problems. And if you look at the software developer persona over the past 10 to 15 years, it went from hire. Some developers build a product ship it market. It makes some money to developers being the frontlines. Power players in software companies there on the front lines. They're making changes. They're moving fast, creating value. I see that kind of paradigm hitting normal people where they can impact change like a developer would foran application in society. I think you're gonna have younger people solving all kinds of crisis around. Whether it's open opioid crisis, healthcare, these problems will be solved. I think cloud computing with a I and machine learning and the role of data will be a big catalyst. >> But money, the money, the money is the thing we're going to have Cory Quinn on later talking about this this talent gap because there are people who are, As you said, they're young people who are motivated to solve these problems, and they want to work for mission driving institutions. What better mission, then helping the United States government >> just heard in the hallway? This has been the I've heard this multiple times here. This show I just heard someone saying Yeah, but that person's great. I can't keep them. What's happening is with the talent is the people that they need for cloud computing. Khun, get a job that pays three times Mohr orm or at the private sector. So, you know, Governor doesn't have stock options, >> right? All right, all right. If >> you're, ah, machine learning, >> people call girls in the lounge. >> Eso all kinds of different diners. But I think this mission driven culture of working for society for good might be that currency. That will be the equivalent stock option that I think is something that we were watching. Not haven't seen anything yet, But maybe that will happen. >> Paid in good feelings way. We've got a lot of great guests. Wave already teed up. We've got your E. Quinn. Bill Britain from Cal Poly to talk more about ground station. We have alien Gemma Smith of YSL Itics, uh, and Jameel Jaffer. >> Think ground station. But the biggest surprise for me and the show so far has been ground station that that product has got so much traction. That's ridiculous. I thought it would be kind of cool. Spacey. I like it, but it's turning into a critical need for a I ot I mean, I was just talking with you. Came on about the airplane having WiFi on the plane. We all like Wow, we expected now, but you go back years ago is like, Oh, my God. I got WiFi on the plane. That's a ground station, like dynamic people going. Oh, my God. I can provision satellite and get data back, all for io ti anywhere in the world. So that is pretty killer. >> Excellently. I'm looking forward to digging in with you with many guests today. >> Good. >> I'm Rebecca Knight. For John. For your stay tuned, you are watching the Cube.

>> live from Washington, D. C. It's the Cube covering a ws public sector summit by Amazon Web services. >> Welcome back, everyone to the cubes Live coverage of a ws public sector Here in our nation's capital Washington D. C. I'm your host Rebecca. Night hosting alongside of John Farrier. Always a pleasure being with you. >> So good to see you again. >> And we're joined by first time Cube guest Brett MacMillan. He is the GM ground station. Eight of us. Thanks so much for coming on >> the road to be here. Thank you. >> So why don't you start by telling our viewers a little bit about ground station? What? It is one of us. >> You're first of all really excited to be here at this conference yesterday we had our second annual Earth Science Day. Last year was really successful, and we're finding a huge amount of interest around a space and space primarily tto help save the earth. And so >> eight of >> us came out with the solution, and we made it generally available last month called Ground Station. And if you think back about 15 years ago, before the commercial cloud came out, uh, you had to do for a data center. You Hey, either had to buy the data center. You had to do a long term lease. And then >> we >> came out with the commercial cloud. And from that point forward, there was a tremendous number of innovations. That movie came out of that. I don't think any of us back then could have predicted things like Pin arrests O R. Spotify Or or that Netflix would have gone from shipping your DVDs to be in the online streaming company and all those innovations happening, we think that we're at the beginning of that stage of satellite industry. So what ground station is is It's a service that you can use like any other cloud service. Just pay for what you used on demand. You can scale up you, Khun scale down. And we think that we're in the early stages of opening up innovations in this >> industry >> and its satellite specific. So it's a satellite services of connectivity. How how's it work? What's that >> s what happened to you. You would have a you just go into the eight of us counsel on you schedule a contact. And most of these early use cases there for our low earth orbit. Satellites are medium earth orbit satellites, and we have deployed these satellite antennas. And what's really important about this is we put them right next to our data centers or availability zones. So now you're getting the entire power of the cloud. And so what happens is you would schedule contact and either up Linker downlink your data during that contact period. And we just charge per per minute. And >> so it's like the two was servers and still has three. With storage and thie used. Case wasn't solved. The provisioning problem. So you guys are doing it for up Lincoln down Lincoln to satellite usage and data over satellite. Pretty >> direct. Correct. And so And the other thing that's really nice about it is just like the cloud would announce enable people to go global and minutes ground station allowed you to go global also. So, traditionally, what would happen if you would buy a satellite antenna or you'd Lisa Sal? I'd intended somewhere in the world and you're only catching so many passes of those satellites. We are deploying these at our data centers through out the world, and so you're able to at a very low cost. Now touch these passes of the sound lights. >> You know, Brett, Rebekah and I were talking on the intro around the role of technology. How it's causing a lot of change. You mentioned that window of 10 years where, before YouTube, after YouTube, all these new services came on. Think about it. Those didn't exist around before. Two thousand four time frame. Roughly two thousand 10 2 4 2 4 to 5. Then the mobile revolution hit. Similar wave is coming into government and seeing it. Amazon Webster Public Sector Summit is our fourth year. It gets bigger. The inclusion of space is a tell sign of commercialization of some of the tech coming in infiltrating process, change within government and use cases. So I would agree with you that that's relevant. >> Yeah, And >> next level is what? What was that window? What's gonna happen that 10 year? >> You don't change? It is hard to predict, but we know from our past experience on what we've done in the cloud. We know that when you remove the undifferentiated heavy lifting like buying servers are doing networks and things like that. It frees people up to do innovations on DH And when you look at what's happening in the satellite industry, virtually every industry, every person can benefit from a better understanding of this earth and from satellite imagery and satellite sensing. And so, if you start moving forward with that and you ask what can happen, we've got governments throughout the world that are very concerned about deforestation. And so, for example, today they find out 54 station after the trees are gone. And what if you could instead, for a very low cost, download pictures of satellite images and get it in more of a really time type basis? Or get it in that same hour that, uh, sound like took the picture. Now what you could do is catch the deforestation when the boulders air show up, not after the trees went down, so >> get in front of it. Used the data is a data business just about other use cases, because again, early adopters are easily the developers that are hungry for the resource. We saw that with cloud to industry, I mentioned now those service thousands and thousands of new services a year from a baby s jazz. He loves to talk about that at reinvent, and it's pretty impressive. But the early days was developers. They were the ones who have the value. They were thirsty for the resource. What are the sum of that resource? Is what's the low hanging fruit coming in for ground station that you could share that tell sign for >> where it's going? Interest not only for the his new developers in these new things, but large, established sound like companies are very interested in that, because when I was talking about earlier, you can cover areas with our service in ways that were very expensive to do. Like until you Ground Station would have been a little hard for us to roll out, had we not first on eight of us if you didn't first have things like Ace two and three and your ways of of storing your data or our petabytes scale worldwide network. And so when you look at that, you're able to get multiple different organizations doing some really cool things. We're in partnership with Cal Poly, Cal Poly and Cal Poly's been in the space industry for a long time. Back in 1999 they were one of the inventors of original Cube sat, and today what they're doing is they have this STDs, Sally Data Solutions service on. It's an initiative that they're doing and they did a hackathon. And when you look at all the areas that could benefit from from space and satellite tourists, all kinds of things pop up. So, for example, if your cattle rancher and you have a very large area, sometimes cat cat will get stuck in an area like a canyon or something. You don't find out about it. It's too. It's too late. So Cal Poly did this hackathon on DH. What they came up with is, it's very inexpensive now to put a I ot device on it on the cows on with the ground station. You can now download that information you can communicate to a satellite, and now we can find out how where those cows are and get them if they're in a dangerous situation. I >> think the eye OT impact is going to be huge. Rebecca, think about what we talked about around Coyote. I ot is the edge of the network, but there's no networks, not flat. It's in space. The earth is round right, so You know, it's kind of like a Christopher Columbus moment where if you have the data, all you need power and connectivity. So battery power is getting stronger every day. Long life batteries. But the connectivity with ground station literally makes a new eye ot surface area of the earth. Absolutely. I mean, that's pretty groundbreaking. >> This is a really exciting time to be in the space industry. A couple things are driving it. One is that the capabilities that were able to put up in space for the same amount of weight and the same amount of payload is increasing dramatically. The only thing that's happening is that the cost for lift the cost to put satellites and and orbit is dropping dramatically. And so what's happening with those two things is were able to get a lot more organisations putting satellites up there. And what's turning out is that there's a tremendous number of images and sensing capabilities. It's coming down actually more than the humans are able to analyze. And that's where the cloud comes in is that you take and you download this information and then you start using things like machine learning and artificial intelligence and you can see anomalies and point them out to the humans and say, for example, these balls are just showed up. Maybe we should go take a look at that. >> You know, imagery has always been a hot satellite thing. You see Google Earth map three D mapping is getting better. How is that playing into it? Is that a use case for you guys? I mean, you talk about the impact. Is that something we all relate to >> you and I would submit that we are in the early stages of that. It's amazing what we can do with their damaging today. And everybody on their phones get Google maps and all the other things that are out there. But we're in early stages of what we could do with that. So some areas that we're looking at very closely. So, for example, during the California wildfires last year, NASA worked on something to help out the people on the ground. You know, with ground station, what you'll be able to do is do more downloads and get more information than a more real time basis, and you'll actually be able to look at this and say the wildfires are happening in these areas and help the citizens with escape routes and help them understand things that were actually hard to determine from the ground. And so we're looking at this for natural disasters as well as just Data Day solutions. >> It's such an exciting time, and you and your pointing at so many different use cases that have a lot of potential to really be game changers. What keeps you up at night about this, though? I mean, I think that they're as we know, there's a lot of unintended consequences that comes with these new technologies and particularly explosion of these new technologies. What are what are your worries? What what is the future perils that you see? >> So So we definitely are working with these agencies of the federal government and commercial things on making sure that you can sit. You're the data. But again, that was one of the benefits of starting with a ws. We started with security being a primary of part of what we did. And so when when you have ground station, you do a satellite uplink for downlink, and then you immediately tell it where in the world you want the data to be stored. So, for example, we could download, Let's say, in another part of the world, and then you can bring it back to the nine states and store it in your we call a virtual private cloud. It's a way for our customers to be able to control their environment securely. And so we spent a lot of time explain to people how they could do that and how they could do it securely. And so, uh, well, it doesn't keep me awake at night, But we spend a tremendous amount of time working with these organisations, making sure that they are using best practices when they're using our solution. Right? >> Talk about the challenges you mentioned, storing the securely role of policy. We're living in a world now where the confluence of policy science tech people are all kind of exploding and studio innovation but also meet challenges. What are some of the things that you guys are doing? Obeys the bar improving? I mean, I'll say there's early days, so you're seeing areas to improve. What if some of the areas that you're improving on that are being worked on now on impact >> So you mentioned policy side of it. What I'd like Teo say is any time there's a new technology that comes out way. Have to do some catching up from, You know, the policy, the regulator point in front of you right now because the satellite industry is moving so fast. Um, there's a scale issues on. So governments throughout the world are looking at the number of satellites they're going up in, the number of communications are happening, and they're working with that scale on Andi. I I'm very proud to say that they're reacting. They were acting fairly quickly on DH. That's one of the areas that I think we're going to see more on is as this industry evolves, having things like having antennas insert and antennas and satellite certified quickly is one of the things that we need to talk. >> Some base infrastructure challenges mean Consider space kind of infrastructure. At this point, it plenty of room up there currently, but can envision a day with satellites, zillion satellites up there at some point. But that gets set up first. You're saying the posture. The government is pro innovation in this area. >> Oh, you're wasting a lot of interest in that way. We launched ground station governments both here in this country as well as throughout the world, very interested in this on DH. They see the potential on being able to make the satellite's on satellite imagery and detection available. And it's not just for those largest organizations like the governments. But it's also when you commercialize this and what we've made it so that small, medium sized businesses now, Khun, get into this business and do innovative things. >> Question. I want to ask. You know, we're tight on time, Rebecca, but we'll get this out. In your opinion. What? What do you think the modernization of public policy governments means? Because the paint on your definition, what modernization is This seems to be the focus of this conference here, a ws re public sector summit. This is the conversation we're having in other agencies. They want to modernize. >> What does that mean to you? It takes on many things. Many perspectives. What? What I find a lot is modernizations is making helping your workers be more productive. And so we do this with a number of different ways. So when you look at ground station. Really? Benefit of it isn't. Can I get the image? Can I get the data? But how can I do something with it? And so when you start applying machine learning artificial intelligence now you can put a point toe anomalies that are happening. And now you can have the people really focus on the anomalies and not look at a lot of pictures. They're exactly the same. So when you look at a modernization, I think it's some economists with How do we make the workforce that's in place more productive >> and find those missing cows? It's Fred McMillan. Thank you so much for coming on the Q. Thank >> you. It was a pleasure. We've >> got a lot of great mark. We got many more gas. Got Teresa Carlson. Jay Carney? >> Yeah. Yeah. General Keith Alexander, About how date is being used in the military. We got ground station connectivity. I really think this is a great opportunity for io. T wait to see how it progresses. >> Excellent. Thank you. >> Becca. Knight for John Furrier. Stay tuned to the Cube.

>> Announcer: Live from Washington D.C. It's theCUBE! Covering AWS Public Sector Summit. Brought to you by Amazon Web Services. >> Welcome back everyone to theCUBE's live coverage of AWS Public Sector here in beautiful Washington D.C. Springtime in D.C., there's no better time to be here. I'm your host, Rebecca Knight, co-hosting along with John Furrier, always so much fun to work with you. >> Great to see you. >> And this is a very exciting event for you in particular 'cause you've been doing a lot of great reporting around the modernization of IT in government. I'd love to have you just start riffing, John. What's on your mind right now coming into this show? What are some of the questions that're burning? >> I mean clearly the most important story that needs to be told and is being talked about here in D.C. in the tech world is, for this show specifically, is the JEDI contract, the Joint Enterprise Defense Initiative. It's a word that's not being kicked around at this show because-- >> Rebecca: Nothing to do with Star Wars. >> It's literally the elephant in the room because the contract's been waiting, Oracle's been dragging it on and Oracle's been part of apparently, my opinion from my reporting, is involved in some dirty under-handed tactics against Amazon. But it's being delayed because they're suing it. And Oracle's out. They have no chance of winning the deal, it's really Microsoft and Amazon are going to get a lion's share of the business. So you have, that's the biggest story in tech in D.C. in a long time, is the role of cloud computing is playing in reshaping how government, public sector operates. Combine that with the fact that a new generation of workers are coming in who have no dogma around IT technology, how it's bought or consumed and purchased, and the overcharging that's been going on for many many years, it's been called the Beltway Bandits for a reason because of the waste and sometimes corruption. So a new generation's upon us and Amazon is the leader in making the change happen. The deal they did with the CIA a few years ago really was the catalyst. And since then, public sector and the government has realized that there's advantages to cloud, not only for operating and serving society and its citizens but also competitiveness on a global scale. So a huge transformation, that's the story we're following. That's the story that we got into from the cloud side of the business here in D.C. and that is just raging and expanding and compounded by other factors like Facebook. Irresponsibility in how they managed the data there. Elections were tied in the balance. You're seeing Brexit in the UK. You're seeing counter-terrorism organizations using the dark web and other cyber security challenges at the United States. Literally digital war is happening so a lot of people, smart people, have recognized this and it's now for the first time coming out. >> Right, and I think the other thing that we're also starting to talk much more about is the regulation. I know that you're friendly with Kara Swisher and she bangs on about this all the time. But then she said in a column the other day the problem is is that they're now guns ablazing but do they really understand it? And also, is it too feeble, too little too late? >> I mean, Kara Swisher nailed her story in the New York Times and opinion piece. And I've had similar opinions. Look it. She's been around for a long time, I've been around for a long time. I remember when Bill Clinton was president, that's when the internet was upon us, the Department of Commerce did a good job with the domain name system, they shepherded the technology and they brought it out in a way that was responsible and let government and industry have a nice balancing act with each other and the government really didn't meddle too much. But there was responsibility back then and it wasn't moving as fast. So now you look at what's happening now, the government can't just not ignore the fact that YouTube is, in essence, its own state. And it's acting irresponsibly with how they're handling their situation. You got Facebook run by a 30-something-year-old, which essentially could be as large as a government. So there's no ethics, there's no thinking behind some of the consequences that they've become. So this begs the question, as a technology hock myself, I love tech, never seen tech I didn't like. I mean I love tech. But there's a point where you got to get in there and start shaping impact on ethics and society and we're seeing real examples of how this can wildfire out of control, how tech has just become uncontrollable in a way. >> Yes, no absolutely. And so who is going to be the one to do that? I know that on the show later you're going to be talking to Jay Carney who was obviously in the Obama administration, now here at AWS. It's a well-worn path from the public sector to technology. Susan Molinari, a couple of other, David Plouffe. That is the thing though, that these people really need to get it. Before they can lay down regulations and laws. >> Again, back to why we're here and stories we're trying to tell and uncover and extract is I think the big story that's emerging from this whole world is not just the impact of cloud, we talked about that, we're going to continue to cover that. It's the societal impact and this real there there, there's the intersection of public policy and technology and science where you don't have to be a programmer, you can be an architect of change and know how it works. Then being a coder and trying to codify a government or society. I think you're going to see a new kind of skillset emerge where there's some real critical thinking into how technology can be used for good. You're seeing the trends, Hackathon For Good here, you're seeing a lot of different events where you have inclusion and diversity, bringing more perspectives in. So you got the perfect storm right now for a sea change where it won't be led by the nerds, so to speak, but geeky digital generations will change it. I think that's going to be a big story. Not just workforce changeover but real disciplines around using machine-learning for ethics, societal impact. These are the storylines. I think this is going to be a big long 10-year, 20-year changeover. >> But what will it take though? For the best and the brightest of the nerds to want to go into public service rather than go work for the tech behemoths that are making these changes? I mean that's the thing, it's a war for talent and as we know and we've discussed a lot on theCUBE, there's a big skills gap. >> I think it's been talked about a lot on the web, the millennials want to work for a company that's mission-based. What more mission-based can you look for than so unto our public service right now? John F. Kennedy's famous line, "Ask not what your country can do for you, "what you can do for you country." That might have that appeal for the younger generation because we need it! So the evidence is there and you look at what's going on with our government. There's so many inefficiencies from healthcare to tax reform to policies. There's a huge opportunity to take that waste, and this is what cloud computing and AI and machine-learning can do, is create new capabilities and address those critical waste areas and again, healthcare is just one of many many many others in government where you can really reduce that slack with tech. So it's a great opportunity. >> And where would you say, and I know you've been reporting on this for a long time, where is the government in terms of all of this? I remember not very long ago when healthcare.gov was rolled out and it was revealed that many agencies were still using floppy disks. The government is, first of all is not this monolithic thing, it's many different agencies all with their own tech agendas and with their own processes and policies. So where do you place the government in terms of its modernization right now? >> On the elected officials side, it's weak. They're really not that smart when it comes to tech. Most of the people that are involved in the elected side of the Hill are either lawyers or some sort of major that's not technical. So you can see that with Sundar Pichai from Google and Mark Zuckerberg's testimony when the basic kind of questions they're asking, it's almost a joke. So I think one, the elected officials have to become more tech-savvy. You can't regulate and govern what you don't understand. I think that something that's pretty obvious to most digital natives. And then on the kind of working class, the Defense Department and these other agencies, there's real people in there that have a passion for change and I think there's change agents, Amazon's done really well there. I think that is a piece where you're going to see a movement, where you're going to see this digital native movement where people going to be like, "There's no excuse not to do this right." And I think there's new ways to do it, I think that's going to change. So that's that. On the business side, to how the government procures technology is literally like the '80s, it's like that movie "Hot Tub Time Machine" where you get thrown back. Everything is based on 1980s procurement, 1990s procurement. I mean, shipping manuals. So all these things have to change. How do you procure cloud? If you got to go through a six-month procurement process just to spit up some servers, that's not agility. So procurement's got to change. Competitiveness, what does that mean? This Oracle deal with JEDI highlights a lot of flaws in the government. Which is Oracle's using these rules around procurement to try to stall Amazon, it's kind of like a technicality but it's so irrelevant to the reality of the situation. So procurement has to change. >> Well one of the things you said about how there's a lot of pressure to get it right. And that is absolutely true because we are dealing with national security issues, people's lives, health, these really important topics. And yet the private sector doesn't always get it right the first time either. So how would you describe the government, the federal approach to how they start to implement these new technologies and experiment with other kinds of tools and techniques? >> Well I think there's obviously some agencies that have sensitive things. CIA's a poster child in my opinion of how to do it right. The JEDI, Department of Defense is emulating that and that's a good thing. The Department of Defense is also going multicloud as they put out in their statement. Amazon for the JEDI piece which is for troops in the field. I think that every agency's going to have its own workload and those workloads should decide which cloud to use based upon the architecture of the workload. 'Cause the data needs to be in the cloud, it needs to be real time. And to take the military example, you can't have lag in military, it's not a video game, it's real life, people die. Lag can literally kill people in the field. So technology can be a betterment there but technology to avoid fighting is another one. So you have all these things going on, I think the government's got to really design everything around the workload, their mission, their applications, rather than designing around here's your infrastructure, then decide. >> One of the things we talk about all the time, almost ad nauseam, on theCUBE is digital transformation. And so how do you think about those two, private sector versus public sector? What are the big differences in terms of these institutions on their own journeys of digital transformation? >> I think the government's slower. That's an easy one to talk about. I think there's a lot of moving parts involved, you mentioned some of the procurement things, so a lot of processes. It's the same kind of equation. People process technology, except the people that process is much more complicated on the public sector side than private sector, unless it's a big company. So imagine the biggest company in the private sector side, multiply that times a hundred, that's the government. So in each agency there's a lot of things going on there. But it's getting better. I think cloud has shown that you can actually do that, the people side of things going to be addressed by this new migration of new generation of people coming in saying, "I don't really care how you did it before, "this is how we're going to do it today." The processes are going to be optimized so there's some innovation around process improvement that's going to end on the wayside and the technology everyday is coming faster and faster. Recognition, facial recognition software. Look at that. AI. These are things that are just undeniable now, they have to be dealt with. What do you do to privacy? So again, back to process. So people process technology. >> AWS is a behemoth in cloud computing. What do you want to be hearing here at this conference? They're so far ahead of Google and Microsoft but we cannot count those two companies out, of course not. But what are you looking for for key messaging at this show? >> Well I'm looking forward to seeing Andy Jassy's Fireside Chat with Teresa Carlson tomorrow. I'm interested in some of the use cases coming out of Teresa Carlson's top customers in public sector, again it's global public sector so it's not just in North America here in the United States. I'm interested in also understanding what's real and what's not real around the fear, uncertainty and doubt that a lot of people have been putting on Amazon. Because I see Amazon posturing in a way that's saying go faster, make change and it's not so much that they want to monopolize the entire thing, they're just moving faster. And I think Andy Jassy yesterday saying that they welcome regulation is something that they're trying to push the regulators on. So I think they welcome change. So I want to understand if Amazon really wants to go faster or is there an agenda there. (laughs) What's going on? >> I know, methinks these tech titans are asking for a little too much regulation right now. I mean obviously Mark Zuckerberg has also said, "Please regulate us, I can't do this alone." And here we have Andy Jassy yesterday saying those same things. >> Andy Jassy said on stage yesterday with Kara Swisher, "We can't arrest people." So if their tech goes bad, they're only beholden to the consequences as a private entity. They're not the law so this is where again, back to top story here is that, what is the role of government? This change is here. It's not going away, it's only going to get faster. So the sooner the elected officials and all the agencies get out in front of the digital transformation, the sooner the better. Otherwise it's going to be a wrecking ball. >> Well I cannot wait to dig into more of this over the next two days with you, here at AWS Public Sector. >> All right. >> I'm Rebecca Knight for John Furrier, you are watching theCUBE. (upbeat music)