(upbeat music) >> Welcome back everyone to theCUBE and Horizon3.ai special presentation. I'm John Furrier, host of theCUBE. We're here with Jennifer Lee head of channel sales Horizon3.ai, Jennifer, welcome to theCUBE, thanks for coming on. >> Great, well thank you for having me >> So big news around Horizon3.ai driving channel, first commitment you guys are expanding the channel partner program to include all kinds of new rewards, incentives, training programs to help educate, you know, partners, really drive more recurring revenue, certainly cloud and cloud scale has done that. You got a great product that fits into that kind of channel model, great services you can wrap around it, good stuff. So let's get into it. What are you guys doing? What are you guys doing with this news? Why is this so important? >> Yeah, for sure. So, yeah, we, like you said, we recently expanded our channel partner program. The driving force behind it was really just to align our, like you said, our channel first commitment and creating awareness around the importance of our partner ecosystems. So that's, it's really how we go to market, is through the channel. >> And a great international focus. I've talked with the CEO, you know, about the solution and he broke down all the action on why it's important on the product side, but why now on the go to market change? What's the why behind this big, this news on the channel? >> Yeah, for sure. So we are doing this now, really to align our business strategy, which is built on the concept of enabling our partners to create a high value, high margin business on top of our platform. And so we offer a solution called node zero. It provides autonomous pen testing as a service and it allows organizations to continuously verify their security posture. So our, we, our company vision, we have this tagline that states that our pen testing enables organizations to see themselves through the eyes of an attacker. And we use the, like the attacker's perspective to identify exploitable weaknesses and vulnerabilities. So we created this partner program from a perspective of the partner. So the partner's perspective and we've built it through the eyes of our partner, right? So we're prioritizing really what the partner is looking for and will ensure like mutual success for us. >> Yeah, the partners always want to get in front of the customers and bring new stuff to them. Pen tests have traditionally been really expensive. And so bringing it down and in one, to a service level that's, one, affordable and has flexibility to it allows a lot of capabilities. So I imagine people are going to get excited by it. So I have to ask you about the program. What specifically are you guys doing? Can you share any details around what it means for the partners, what they get, what's in it for them? Can you just break down some of the mechanics and mechanisms or details? >> Yeah. Yep, so, you know, we're really looking to create business alignment. And like I said, established mutual success with our partners, so we've got 2 key elements that we were really focused on that we bring to the partners. So the opportunity, the profit margin expansion is one of 'em and a way for our partners to really differentiate themselves and stay relevant in the market. So we've restructured our discount model, really, you know, highlighting profitability and maximizing profitability. And this includes our deal registration. We've created a deal registration program. We've increased discount for partners who take part in our partner certification trainings, and we've, we have some other partner incentives that we've created that's going to help out there. We've put this all, so we've recently gone live with our partner portal, it's a consolidated experience for our partners where they can access our sales tools. And we really view our partners as an extension of our sales and technical teams. And so we've extended all of our training material that we use internally, we've made it available to our partners through our partner portal. We've, I'm trying, I'm thinking now back, what else is in that partner portal here? We've got our partner certification information. So all the content that's delivered during that training can be found in the portal. We've got deal registration, co-branded marketing materials, pipeline management. And so this portal gives our partners a one stop place to go to final event information. And then just really quickly on the second part of that, that I mentioned is our technology really is really disruptive to the market. So, you know, like you said, autonomous pen testing, it's still, it's, well, it's still a relatively new topic for security practitioners and it's proving to be really disruptive. So that on top of just, well, recently we found an article that mentioned by markets to markets that reports that the global pen testing market's really expanding. And so it's expected to grow to like 2.7 billion by 2027. So the market's there, right? The market's expanding, it's growing. And so for our partners, it just really allows them to grow their revenue across their customer base, expand their customer base and offering this high profit margin while, you know, getting in early to market on this disruptive technology. >> Big market, a lot of opportunities to make some money. People love to put more margin on those deals, especially when you can bring a great solution that everyone knows is hard to do. So I think that's going to provide a lot of value. Is there a type of partner that you guys see emerging or you aligning with, you mentioned the alignment with the partners. I can see how that, the training and the incentives are all there. Sounds like it's all going well. Is there a type of partner that's resonating the most or is there categories of partners that can take advantage of this? >> Yeah, absolutely. So we work with all different kinds of partners. We work with our traditional resale partners. We're working with systems integrators. We have a really strong MSP, MSSP program. We've got consulting partners and the consulting partners especially with the ones that offer pen test services. So we, they use us as a, we act as a force multiplier, just really offering them profit margin expansion opportunity there. We've got some technology partners that we really work with for co-sell opportunities. And then we've got our cloud partners. You had mentioned that earlier and so we are in AWS marketplace, our CCPO partners, we're part of the ISV accelerate program. So we're doing a lot there with our cloud partners. And of course we go to market with distribution partners as well. >> Got to love the opportunity for more margin expansion. Every kind of partner wants to put more gross profit on their deals. Is there a certification involved, I have to ask? Is there like, do you get, do people get certified or is it just, you get train? Is it self-paced training? Is it in person? How are you guys doing the whole training, certification thing? Is that a requirement, or not? >> Yeah, absolutely. So we do offer a certification program and it's been very popular. This includes a seller's portion and an operator portion. And so this is at no cost to our partners and we offer it both virtually, it's live, it's virtually, but live, it's not self-paced. And we also have in person, you know, sessions as well. And we also can customize these to any partners that have a large group of people. And we can just, we can do one in person or virtual just specifically for that partner. >> Well, any kind of incentive opportunities and marketing opportunities? Everyone loves to get the deals just kind of rolling in leads, from what we can see, out early reportings, this looks like a hot product, price wise, service level wise. What incentives do you guys start thinking about and joint marketing, you mentioned co-sell earlier in pipeline, so I was kind of owning in on that piece. >> Sure and yes, and then to follow along with our partner certification program, we do incentivize our partners there. If they have a certain number certified, their discount increases. So that's part of it. We have our deal registration program that increases discount as well. And then we do have some partner incentives that are wrapped around meeting setting, and moving opportunities along to proof of value. >> Got to love the education driving value. I have to ask you, so you do, you've been around the industry, you've seen the channel relationships out there. You've seen companies, old school, new school, you know, Horizon3.ai is kind of like that new school, very cloud specific, a lot of leverage with, well, you mentioned AWS and all the clouds. Why is the company so hot right now? Why did you join them? And what's, why are people attracted to this company? What's the attraction, what's the vibe? What do you see and what do you, what did you see in this company? >> Well, this is just, you know, like I said, it's very disruptive. It's really in high demand right now. And just because it's new to market and a newer technology, so we are, we can collaborate with a manual pen tester. We can, you know, we can allow our customers to run their pen test with no specialty teams. And then, so we, and like, you know, like I said, we can allow, our partners can actually build businesses, profitable businesses, so we can, they can use our product to increase their services revenue and build their business model, you know, around, around our services. >> What's interesting about the pen testing is that it's very expensive and time consuming. And the people who do them are very talented people that could be working on really bigger things in the- >> Absolutely. >> In the customers. So bringing this into the channel allows them, if you look at the price dealt between a pen test and then what you guys are offering. I mean, that's a huge margin gap between street price of say today's pen test and what you guys offer. When you show people that, do they fall, do they say too good to be true? I mean, what are some of the things that people say when you kind of show 'em that? Are they like scratch their head, like, come on, what's the catch here? >> Right, so the cost savings is a huge, is huge for us. And then also, you know, like I said, working as a force multiplier with a pen testing company that offers the services and so they can do their annual manual pen test that may be required around compliance regulations. And then we can act as the continuous verification of their security, you know, that they can run weekly. And so it's just, you know, it's just an addition to what they're offering already and an expansion. >> So, Jennifer, thanks for coming on theCUBE, really appreciate you coming on, sharing the insights on the channel. What's next? What can we expect from the channel group? What are you thinking, what's going on? >> Right, so we're really looking to expand our channel footprint and very strategically, we've got some big plans for Horizon3.ai. >> Awesome, well, thanks for coming on. Really appreciate it, you're watching theCUBE, the leader in high tech enterprise coverage. (upbeat music)

>>no real filter and that kind of stuff. But you're also an entrepreneur, right? And you know the business, you've been in software, you detect business. I'm instructing you get a lot of pictures, this entertainment business on our show, we're a bubble. We don't do a lot of tech deals that were talking because it's boring tv tech people love tech consumers love the benefit of text. No consumer opens up their iphone and says, oh my gosh, I love the technology behind my, what's it been like being on the shark tank? You know, filming is fun and hang out just fun and it's fun to be a celebrity at first your head gets really big and you get a really good tables at restaurants and who says texas has got a little possessed more skin in the game today in charge of his destiny. Great robert Herjavec. No, these two stars cube alumni >>welcome back to the cubes coverage of A W. S. Public sector seven. I'm john for your host of the cube got a great segment here on healthcare startup accelerators of course. Sandy carter is co hosting media. This one Vice President Aws. She's awesome on the cuBA and jennifer Blumenthal co founder and C of one record entrepreneur, very successful. Thanks for coming on jennifer. Thank good to see you. Sandy thanks for joining me again. You >>are most welcome, >>jennifer. Before we get into the whole accelerated dynamic, just take a minute to explain what you guys do. One record. >>Sure. So one record is a digital health company that enables users to access aggregate and share their healthcare information. So what that means is we help you as a person get your data and then we also help companies who would like to have workflows were consumers in the loop to get their data. So whether they're sharing it with a provider, researcher payer. >>So, Sandy, we've talked about this amazon web services, healthcare accelerator cohort batches. What do you call cohort batches? Cohorts explain what's going on with the healthcare accelerator? >>Yeah. So, um, we decided that we would launch and partner an accelerator program and accelerator program just provides to a start up a little bit extra technical help. A little bit extra subject matter expertise and introductions to funders. And so we decided we were going to start one for health care. It's one of the biggest disruptive industries in public sector. Um, and so we weren't sure how it's gonna go. We partnered with Kids X. Kids X is part of the Los Angeles system for medical. And so we put out a call for startups and we had 427 startups, we were told on average and accelerating it's 50-100. So we were blown away 31 different countries. So it was really amazing. And then what we've been doing is down selecting and selecting that Top 10 for our first cohort. So we're going from 427 down to 10. And so obviously we looked at the founders themselves to see the quality of the leadership of the company, um the strength of their technology and the fit of the technology into the broader overall healthcare and healthcare ecosystem. And so we were thrilled that jennifer and one record was one of the top 10 start ups in this space that we chose to be in the, in the cohort. And so now we're going to take it to the six weeks intensive where we'll do training, helping them with AWS, provide them A W. S. Credits and then Kid X will also provide some of the health care uh subject matter >>expertise as well. Can I get some of those credits over here to maybe? >>Yes, you can actually, you can talk to me don you can't >>Talk to me, Jennifer, I gotta ask you. So you're an entrepreneur. So doing start doing cos it's like a roller coaster. So now to make the top 10 but also be in the area of his accelerator, it's a partnership, right? You're making a bet. What's your take on all this? >>Well, we've always been partners with a W. S. We started building on AWS in the very beginning. So when I was setting up the company a huge decision early on with infrastructure and when I saw the launch of the accelerator, I had to apply because we're at the point in the company that we're growing and part of growing is growing with the VW. So I was really excited to take advantage of that opportunity and now in the accelerator, it's more of thinking about things that we weren't thinking about the services that we can leverage to fill in the gaps within our platform so we can meet our customers where they are >>using award winning MSP cloud status city, your partners, great relationship with the ecosystem. So congratulations Sandi. What's the disruption for the healthcare? Because right now education and health care, the two top areas we're seeing and we're reporting on where cloud scale developed two point or whatever buzzword digital transformation you want to use is impacting heavily healthcare industry. There's some new realities. What's your, what's your vision, what's your view? >>Hey john before she does that, I have to give a plug to Claudius city because they just made premier partner as well, which is a huge deal. Uh and they're also serving public sector. So I just wanted to make sure that you knew that too. So you can congratulate. Go ahead, jennifer >>Well, so if I zoom in, I think about a P. I. S. Every day, that's what I think about and I think about microservices. So for me and for one record, what we think about is legislation. So 21st century Cures act says that you as a consumer have to be able to access your healthcare data from both your providers and from your players and not just your providers, but also the underlying technology vendors and H. I. E. S. H. I am and it's probably gonna extend to really anyone who plays within the healthcare ecosystem. So you're just going to see this explosion of A. P. I. S. And we're just your one of that. I mean for the payers that we went into effect on july 1st. So I mean when you think about the decentralization of healthcare where healthcare is being delivered plus an api economy, you're just going to have a whole new model developing and then throwing price transparency and you've got a whole new cake. >>I'm smiling because I love the peacocks. In fact, last night I shouldn't have tweeted this but there's a little tweet flames going on around A. P. Is being brittle and all this stuff and I said, hey developer experience about building great software apps are there for you. It's not a glue layer by itself. You got to build software around the so kind of a little preaching to the younger generation. But this health care thing is huge because think about like old school health care, it was anti ap I was also siloed. So what's your take on has the culture is changing health care because the user experience, I want my records, I want my privacy, I want to maintain everything confidential but access. That's hard. >>I think well health care to be used to just be paper was forget about a. P. I. Is it was just paper records. I think uh to me you think about uh patient journey, like a patient journey starts with booking an appointment and then everything after that is essentially an api call. So that's how I think about it is to all these micro transactions that are happening all the time and you want your data to go to your health care provider so they can give you the proper care, you want your data to go to your pair so they can pay for your care and then those two stakeholders want your data so that they can provide the right services at the right time to the right channel. And that is just a series of api calls that literally sits on a platform. >>What's interesting, I'd love to get your take on the where you think the progress bar is in the industry because Fintech has shown the way you got defy now behind a decentralized finance, health care seems to be moving on in a very accelerated rate towards that kind of concept of cloud, scale, decentralization, privacy. >>Yeah, I mean, that's a big question, what's interesting to me around that is how healthcare stakeholders are thinking about where they're providing care. So as they're buying up practices primary care specialty care and they're moving more and more outside of the brick and mortar of the health care system or partnering with your startups. That's really where I think you're going to see a larger ecosystem development, you could just look at CVS and walmart or the dollar store if they're going to be moving into health care, what does that look like? And then if you're seeking care in those settings, but then you're going to Mayo clinic or Kaiser permanente, there's so many new relationships that are part of your hair circle >>delivery is just what does that even mean now, delivery of health >>care. It's wherever you it's like the app economy you want to ride right now, you want a doctor right now, that's where we're heading its ease of use. >>This is this exciting startups, changing the game. Yes, I love it. I mean, this is what it's all about this health >>Care, this is what it's all about. And if you look at the funding right now from VCS, we're seeing so much funding pour into health care, we were just looking at some numbers and in the second quarter alone, the funding went up almost 700%. And the amount of funding that is pouring into companies like jennifer's company to really transform healthcare, 30% of it is going into telehealth. So when you talked about, you know, kind of ai at the edge, getting the right doctor the right expert at the right time, we're seeing that as a big trend in healthcare to >>well jennifer, I think the funding dynamics aside the opportunity for market total addressable market is massive when the application is being decomposed, you got front end, whether it's telemedicine, you got the different building blocks of healthcare being radically reconfigured. It's a re factoring of healthcare. Yeah, >>I think if you just think about where we're sitting today, you had to use an app to prove proof of vaccination. So this is not just national, this is a global thing to have that covid wallet. We at one record have a covid wallet. But just a couple years from now, I need more than just by covid vaccination. I need all my vaccinations. I need all my lab results. I need all my beds. It's opening the door for a new consumer behavior pattern, which is the first step to adoption for any technology. >>So somebody else covid wallet. So I need >>that was California. Did the, did a version of we just have a pen and it's pretty cool. Very handy. I should save it to my drive. But my phone, but I don't jennifer, what's the coolest thing you're working on right now because you're in the middle of all the action. >>I get very excited about the payer app is that we're working on. So I think by the end of the month we will be connected to almost to all the blues in the United States. So I'm very excited when a user comes into the one record and they're able to get their clinical data from the provider organization and then their clinical financial and formulary data from their payers because then you're getting a complete view, You're getting the records for someone who gave you care and you're getting the records from someone who paid for your care. And that's an interesting thing that's really moving towards a complete picture. So from a personal perspective that gets exciting. And then from a professional perspective, it's really working with our partners as they're using our API s to build out workflows and their applications. >>It's an api economy. I'd like to ask you to on the impact side to the patient. I hear a lot of people complaining that hey, I want to bring my records to the doctor and I want to have my own control of my own stuff. A lot of times, some doctors don't even know other historical data points about a patient that could open up a diagnosis and, or care >>or they can't even refer you to a doctor. Most doctors really only refer within a network of people that they know having a provider directory that allows doctors refer, having the data from different doctors outside of their, you know, I didn't really allows people to start thinking beyond just their little box. >>Cool. Well, great to have you on and congratulations on being in the top 10 saying this is a wonderful example of how the ecosystem where you got cloud city, your MSP. You mentioned the shout out to them jerry Miller and his team by working together the cloud gives you advantages. So I have to ask, we look at amazon cloud as an entrepreneur. It's kind of a loaded question, but I'm going to ask it. I love it. >>You always do it >>when you look at amazon, what do you see as opportunities as an entrepreneur? Because I'll see the easy ones. They have computing everything else. But like what's the, what does cloud do for you as an entrepreneur? What does it, what does it make you do? >>Yeah. So for been working with jerry since the beginning for me when I think about it, it's really the growth of our company. So when we start building, we really just thinking about it from a monolithic build and we move to microservices and amazon has been there every step of the way to support us as that. And now, you know, the things that I'm interested in are specifically health lake and anything that's NLP related that we could plug into our solution for when we get data from different sources that are coming in really unstructured formats and making it structured so that it's searchable for people and amazon does that for us with their services that we can add into the applications. >>Yeah, we announced that data health like and july it has a whole set of templates for analytics, focused on health care as well as hip hop compliance out of the box as well. >>The I think I think that's what's important is people used to think application first. Now it's creating essentially a data lake, then analytics and then what applications you build on top of that. And that's how our partners think about it and that's how we try and service them using amazon as our problem. So >>you're honing in on the value of the data and how that conflicts and then work within the whatever application requests might come >>in. Yes, >>it's interesting. You know, we had an event last month and jerry Chen from Greylock partners came on and gave a talk called castles in the cloud. He's gonna be cute before. He's a, he's a veces, they talk about moats and competitive manage so having a moat, The old school perimeter moz how cloud destroyed that. He's like, no, now the castles are in the cloud, he pointed snowflake basically data warehouse in the cloud red shifts there too. But they can be successful. And that's how the cloud, you could actually build value, sustainable value in the cloud. If you think that way of re factoring not just hosting a huge, huge, huge thing. >>I think the only thing he, this was customer service because health care is still very personal. So it's always about how you interact with the end user and how you can help me get to where they need to be going >>and what do you see that going? Because that's, that's a good point. >>I think that is a huge opportunity for any new company that wants to enter healthcare, customer service as a service in health care for all the different places that health care is going to be delivered. Maybe there's a company that I don't know about, but when they come out, I'd like to meet them. >>Yeah, I mean, I can't think of one cover that can think of right now. This is what I would say is great customer service for health care. >>And if there is one out there contacted me because I want to talk to you about AWS. >>Yeah. And you need the app from one record that make it all >>happen. That's where Omni channel customer service across all health care entities. Yeah, that's >>a great billion dollar idea for someone listening to our show right now. >>Right, alright. So saying they had to give you the opportunity to talk more because this is a great example of how the world's very agile. What's the next step for the AWS Healthcare accelerator? Are there more accelerators? Do you do it by vertical? >>What happens next? So, with the healthcare accelerator, this was our first go at the accelerator. So, this is our first set of cohorts, Of course, all 427 companies are going to get some help from a W. S. as well. We also you'll love this john We also did a space accelerator. Make sure you ask Clint about that. So we have startups that are synthesizing oxygen on mars to sending an outpost box to the moon. I mean, it's crazy what these startups are doing. Um, and then the third accelerator we started was around clean energy. So sustainability, we sold that one out to, we had folks from 66 different countries participate in that one. So these have been really successful for us. So it reinvent. When we talk again, we'll be announcing a couple of others. So right now we've got healthcare, space, clean energy and we'll be announcing a couple other accelerators moving forward. >>You know, it's interesting, jennifer the pandemic has changed even our ability to get stories. Just more stories out there now. So you're seeing kind of remote hybrid connections, ap ideas, whether it's software or remote interviews or remote connections. There's more stories being told out there with digital transformation. I mean there wasn't that many before pandemic has changed the landscape because let's face it, people were hiding some really bad projects behind metrics. But when you pull the pandemic back and you go, hey, everyone's kind of emperors got no clothes on. Those are bad projects. Those are good projects that cloud investment worked or I didn't have a cloud investment. They were pretty much screwed at that point. So this is now a new reality of like value, you can't show me value. >>It's crazy to me when I meet people who tell me like we want to move to the cloud of like, why are you not on the cloud? Like this really just blows my life. Like I don't understand why you have on prem or while you did start on the cloud, this is more for larger organizations, but younger organizations, you know, the first thing you have to do, it's set up that environment. >>Yeah. And then now with the migration plans and seeing here, uh whereas education or health care or other verticals, you've got, now you've got containers to give you that compatibility and then you've got kubernetes and you've got microservices, you've got land. Uh I mean, come on, that's the perfect storm innovation. There's no excuses in my opinion. So, you know, if you're out there and you're not leveraging it, then you're probably gonna be out of business. That's my philosophy. Thank you for coming up. Okay. Sandy, thank you. Thank you, john Okay. Any of his coverage here, summit here in D. C. I'm john ferrier. Thanks for watching. Mm >>mm mm mhm. I have been in the software and technology industry for over 12 years now, so I've had >>the opportunity

(gentle music) >> Welcome to theCUBE's coverage of PagerDuty Summit. I'm your host for "theCUBE", Natalie Erlich. And now we're joined by the CEO and Chairperson for PagerDuty. We're joined by Jennifer Tejada. Thanks very much for joining the program. >> Hi, Natalie. It's great to have you, and "theCUBE", with us again. >> Fantastic, well, let's do an overview of what PagerDuty does and how it's helping its customers. >> Well, PagerDuty is a digital operations management platform. And what that means is that we use software to detect real-time issues and events from the complex ecosystem of technology that's really hard for humans to manage. We then intelligently orchestrate that work to the right teams, the right people with the right expertise, in the moments that matter the most to your business. And that's become especially important as the whole world has moved to a digital-first world. I mean, pretty much everything we do we can experience on demand today but that's only made possible through the complex technology and infrastructure that's managed and operated by responders all over the world. And PagerDuty's digital operation solution communicates issues in real time to ensure a perfect customer experience every time. >> Terrific, and if you could go through some of the key features like on-call management, incident response, event intelligence and analytics, it would be really great. >> Sure, so, our heritage started with automation of the on-call situation for engineers. So, back in the day, many organizations had software engineers building apps, platforms, infrastructure, but then they would throw that over the wall to an ops team who would manage it in production. That led to poor code quality, it led to lots of challenges when people would release software in the middle of the night on a Saturday, et cetera. And it meant that it took a very long time for companies to manually get a problem into the hands of the right person to solve it. We automated all of that using an API-based ecosystem that connects to over 460 of the most popular applications, observability stacks, monitoring systems, security applications, ticketing environments, cloud environments, et cetera. And so, all of that is now seamless. What that data enabled us to do was build an event management solution, which we call Event Intelligence, which now uses AI and machine learning to help responders understand the nature of all the different events coming at them. So, for instance, instead of seeing 100 events coming at you from 16 different monitoring environments in your infrastructure, PagerDuty will use AI to know that of those 175 are part of the same incident. They're events conspiring to becoming a business-impacting incident. And that allows our teams to get ahead of things, to become proactive versus reactive. We've also built analytics into our solution which helps our customers benchmark themselves and their operational efficiency versus their peer group. It helps them measure the health of their teams and understand which services are causing them the biggest challenges and the most expense whether that's labor expense or customer impact. And most recently, we've been really thrilled with our acquisition of Rundeck which helps us automate the remediation of events which now means that PagerDuty can automate incident management and incident response, both upstream, in terms of identifying events as they flow in, and also downstream, safe self-healing of infrastructure, application and platform environments to get things back to the way they need to work in order to serve end customers and serve employees across an enterprise. We're really excited as our vision has expanded to become the ubiquitous platform, the de facto platform, for real-time work. And what we've seen over the years is our customers coming up with very imaginative ways to use our software to solve real-time unstructured, unpredictable work across the company. That can be legal teams managing across different geographies and business units to close contracts at the end of the quarter, it could be financial services companies that are managing their physical security as well as their digital security through PagerDuty where time really, really matters if you have a data breach or a potential physical security incident. It could be customer service where customer service and support teams are working very closely with engineering teams to identify issues that are causing customers problems and to manage those issues collaboratively so that the customer experience is protected. So, just some examples of how PagerDuty is getting leveraged. And we're really excited to talk about some new innovations at Summit. >> Terrific, well, you really have your thumb on the pulse of corporate America, and as you know, last year, we talked about the pandemic and now we're looking at going back to the workforce, we're looking at the future of work. What does that look like for you? >> Well, the future of work is here and one thing is for sure, it has changed permanently. I think we all learned from the past year that remote work can provide a lot of flexibility and can level the playing field for people all around the world. It means you can access talent from different geographies. It means you can have a different level of work-life balance, but it also comes with its own set of complications. And one of the reasons we pulled Summit earlier from September into June was we really wanted to be a part of this kind of grand moment of reopening that we're seeing around the world. And that means that every organization that we're working with is redesigning their future. But that didn't start today, that started several months ago, as companies learned from their remote work experience, learned from their on-demand experience in dealing with their own customers. And it took some of those innovations and brought them forward into kind of the new design for the way teams will work, the way brands interact with their customers. And at Summit, you're going to hear us discuss why now is the moment, now is the moment to harness your digital acceleration because that's really the way that business is getting done. I mean, frankly, every business is now a software business and all business is now digital business. And PagerDuty has proven itself as the essential infrastructure on which all companies, all brands, can build their success. And as we widen our aperture we think about building the platform for not just today's challenges, but tomorrow's challenges. So, at Summit, you'll hear us talking a lot about resilience and how your entire organization and your brand will be judged on your ability to stand up a resilient business, a resilient brand experience for your customers. Today, uptime is money and resilience and reliability are the currency of tomorrow. We're entering into this era where autonomy is everything when it comes to work. I mean, employees, and generally humans, do not want to be stuck managing mundane tasks. And the hybrid work arrangements that we're anticipating mean that PagerDuty's platform will become even more essential for customers because hybrid work drives more complexity. It means your teams are distributed, they maybe distributed across regions, co-located, remote at home, in different time zones. And when something's going down that's really causing a problem in your business, you need to orchestrate work across the right people that can make a difference in that moment. Autonomy and flexibility, frankly, is what people expect from work. And they also expect to engage with apps and platforms that are easy to use, that are intuitive, that deliver really fast time to value. And that has long been at the core of PagerDuty's offering and value proposition. And none of these autonomous or automation investments replace human expertise. They allow our platform to channel that expertise and the expertise of your users to give them context and visibility to make the best possible decisions in the moment that matters. And I think that is so empowering as we think about this flexible new hybrid way of working. And then lastly- >> And I love the points. >> Oh yeah, go ahead. >> Yeah, I love the points that you make about resilience and autonomy. I'd love it if you could just drive a little further how we can build more connection now that we're going into the office and also integrating this kind of hybrid system. >> Well, I think it's really interesting because in some ways I feel super connected to my employees 'cause I'm engaging with them one-to-one, my box and their box. I have had the opportunity to stay connected to customers and executives across the industry over course of the pandemic. And yet, I'm an extrovert, I miss the in-person opportunity that kinetic energy that comes with being together in a room. And I'm looking forward to being back in studio, doing interviews with you, Natalie. But at the same time, I appreciate the convenience that I've gained. Like, I'm not looking forward to commuting again. I mean, I plan to only get on the road during off hours in the future. And I realize that I don't have to travel six hours for a two-hour meeting on the other side of the U.S., or 15 hours to have a meeting in Europe, I can get a lot of business done online. Having said that, that connection is so important. The social contract that you create with your customers and your businesses is so important. And making sure that we can connect the complex technology that runs the world today is also really important. And that's where PagerDuty plays a role. PagerDuty really helps you know who you need, what you can leverage them for, and gets them in touch when you need them, like I said, on the work that is somewhat unpredictable but can be very high priority, the highest priority in the case of a security breach or a major customer-impacting incident. And so, using AI apps, or sorry, using AI and automation to make sure that we can intelligently route work to the right people is a big part of how our platform has come together and really become the central nervous system of the digital economy. >> Yeah, I mean, these are really great points and it's a bit of a silver lining actually with the pandemic, learning that we can really stay connected despite not being in the office and now have more hybrid systems of work. But let's switch now gears to talk about leadership in our communities and how we can truly activate change and a far more just and equitable world. >> Well, I am a huge believer in social responsibility and social impact, and I really appreciate how all of our employees have come together to leverage PagerDuty's platform for good. When we went public, we launched pagerduty.org which was led by Olivia Khalili. And I know you'll hear from her and some of our impact customers this week at Summit, but I think what's really important is how engaging it is for our employee base. Last year, 93% of PagerDuty employees have volunteered their time for social causes and philanthropy. And that's in a time when we were all enduring a hardship of our own, we were all facing an unprecedented pandemic. We've donated over a million dollars in financial grants to over 400 organizations through strategic giving and employee-match programs. And we've opened civic engagement. We've opened source civic engagement with our Day for Change for our employees and our toolkits which we've shared broadly throughout the industry. We signed on to the Board Challenge which I was thrilled to do because I'm a big believer that more diversity in the boardroom is going to lead more equity in corporate America. And thrilled to add Bonita Stewart and Dr. Alec Gallimore to our board last year. And I think representation is so important at the board level, not just because it's the right thing to do, not just because it's the right thing for business, but it's the right thing for career growth for your employees, showing them the path to what's possible for them with your company. And finally, we published PagerDuty's first ever "Inclusion Diversity and Equity Report", which is part of our effort to provide transparency around not just what we're doing, but how we're measuring it, how we're progressing, so that we can get better every year. And we've highlighted our work to support time-critical health, our work to support equity in the response to COVID including vaccine distribution. And I really enjoy some of the impact stories that we hear from our non-for-profit partners that are working with us at pagerduty.org. So, leadership is what you make of it and you can lead from every chair in an organization. And I'm so proud of the leadership, our employees, and many of our customers have demonstrated in this time of particular challenge around the globe. And we're not through it entirely yet, and so, I'm just really hopeful that we can all come out of this better together. >> Right, and speaking about leadership, why do you think that diversity is so critical for effective leadership? >> Well, first of all, I think it's our responsibility to reflect the communities that we serve. My users do not all look the same, they don't come from the same background, they're from over 150 countries around the world. They're solving a diverse set of problems. And in fact, the problems they're solving with our platform is growing every day as they imagine how to apply our technology, our digital operations platform, to different types of real-time work around their companies. But diversity is also important in problem solving, in looking at challenges through different lenses, in thinking about the different stakeholders that you serve in that process, and in creating an equitable community around you, creating opportunity for people around you. I mean, one of the things that we did that was a business decision a couple of years ago was to open an office in Atlanta. And part of that was to create a path, create opportunities for Georgians and people in the Metro Atlanta area to participate in the tech industry. This was before everybody was working from home, before those geographical barriers were broken down. And I'm thrilled to say, we have a thriving community now in Atlanta that's growing and we're hiring. But that's just one example. That was the smart thing to do for our business, but it was also a great thing to do, I think, for the community. And we've brought new minds and all kinds of new people into our business. And this month we're celebrating Pride Month at PagerDuty, which I'm thrilled to do. We have very active LGBTQ community who contribute hugely to our efforts and to our customers' success. And we think that everybody deserves an equal shot at opportunity at the lifestyle they want and the opportunity to build their own bright future. >> Great, and just lastly, what's the main focus for PagerDuty in the next year? >> The main focus for PagerDuty next year is really executing on our strategy to become the defacto platform for real-time work, ensuring that we can leverage the largest domain-agnostic ecosystem of connected apps and services, that we can leverage the largest dataset based on responder data, workflows, events and incidents to help our customers deliver the resiliency, the autonomy, and the connectedness that they're looking for to serve their customers and accelerate their digital prospects and frankly, to prosper in the future. So, it really is about becoming that de facto platform for action for all your real-time, unstructured and important work. >> Well, Jennifer Tejada, the CEO and Chairperson of PagerDuty, loved having you on this program. Really appreciate your insights on diversity and leadership, and, of course, the next phase for PagerDuty itself. I'm your host for "theCUBE" now covering the PagerDuty Summit. Thanks for watching. (bright music)

(bright music) >> Hello, and welcome to today's session of the 2021 AWS Global Public Sector Partner Awards. I'm your host, Natalie Erlich and today we'll highlight the best cybersecurity solution. I'm very pleased to welcome our next guests. They are Tina Thorstenson executive public sector strategist at CrowdStrike and Jennifer Dvorak information security architect for the State of Arizona. Thank you so much for being with me today. >> Thanks for having us. >> Yep, thank you. >> Perfect. Well you know obviously a really wild year with COVID and it certainly pushed a lot of boundaries. Cyber security resiliency also a hot topic as ransomware really spiked up. How have you addressed this concern and really accelerated this push with COVID-19 in the backdrop? I'd love it if either one of you would just like to jump in here. >> Well, CrowdStrike was one of our initiatives for 2020 and it was significantly increased, accelerated due to COVID. So we had to roll out in a matter of weeks when we had a matter of months previously and it really provided us the visibility that we needed for folks taking their computers home. We had no way of triaging any of our incidents when the computers were at home. So rolling out CrowdStrike as quickly as possible it gave us remote access, it gave us visibility and that was huge for our organization. >> Tina, if you could weigh in on this as well, that would be terrific. >> Sure absolutely. And you know, Jen with the State of Arizona is one of our premier customers but across the board with the 2021 global threat report that we issue each year, what we saw there was a fourfold increase in the number of intrusions. So to your point about the threat activity and it's not getting better. So what CrowdStrike is on a mission to do is stop regions and protect organizations against these bad actors so that they're, that we minimize disruptions. It's really been tremendous to see and build a ecosystem from a platform approach that started with visibility on the end point that Jen was just alluding to. >> And Jennifer, I'd love to get your insight how the public sector and the private sector can work better in tandem with each other in order to protect customers and also communities against ransomware attacks and other kinds of cybersecurity threats that we've seen coming from Russia for instance. >> Certainly so our state CISO Tim Roemer, he has definitely encouraged us to make partners with our private vendors. So that's one of his strategic initiatives and we really want partners in the private sector. We want folks that are going to come alongside us and help us with our security goals. And CrowdStrike has been one of those vendors. We don't want to just spend money and then the vendor runaway, we want somebody that's going to be with us every step of the way. We've had some incidents this past year and CrowdStrike was the first team to alert us because it was a different agency or a different part of our organization that we don't typically work with a lot. And that was really helpful because we were able to act quickly and address the issues that arose. So just having somebody that's looking out for your best interests and being a true partner is what we're really looking for. And that's the only way that we can circumvent these ransomware attacks. >> And Tina I'd love it if you'd weigh in as well. How do you see your role in this effort to protect the public evolving now in 2021? >> So I love that question and especially with the role of my role brand new in COVID interestingly enough, to create this bi-directional executive alignment with our customers and our internal teams and overall at CrowdStrike our goal, as I said is to stop breaches and it's really to bring, to minimize the frustration that comes sometimes with rolling out security tools. I've been at this a long time and tools like CrowdStrike are really game changers for security teams that are really about protecting organizations. And essentially what we do is we brought a single platform where when it, when the, when our software is deployed to an organization across their laptops, desktops, server and cloud infrastructure, we were born in the cloud kind of before it was cool and now we serve more than 11,000 customers. And that threat activity goes to a single AWS instance where we look across all of the threat activity. And then when we see activity in one area, we can protect all of our customers. That's the power of the cloud. >> Perfect and I'd love Jennifer's insights here too. What steps are you taking now to keep the public protected and the state cyber ready? >> And I like Tina's point about being born in the cloud. So State of Arizona is a cloud first state. We are also looking for solutions in the cloud, and I think by leveraging cloud solutions, we're able to be more nimble. We're able to pivot our approach to security and address anything that comes up more quickly. So being cloud first, even though it's, it wasn't embraced initially, I think that it's something that we've been driving towards and looking for more partners that support that cloud first initiative that we have. >> And Tina what's top of mind? What are some of the key initiatives that your team and teams are going to be focused on in the years ahead? What's the next phase for cybersecurity? >> Great question and we've talked quite a bit about the end point but where we're headed and really where we've invested heavily the last couple of years and we'll continue moving forward is now that we have, we've brought this game-changing visibility to our security teams on the end point of each one of the systems in their environment where we've expanded the platform to now include cloud services like I mentioned. Now include indicators of misconfigurations which are so detrimental to teams working in a hybrid cloud environment. And then we've also moved into the identity protection space. And essentially what we're doing there is the same thing we've been doing to protect workloads coming from desktops and laptops across the country and around the world and moved to a model where we're also in a zero trust principles way looking for threat activity coming in through identities, through people logging into these systems and doing the same real-time continuous monitoring and taking proactive action to protect organizations where we see malicious activity. >> Terrific, well, in light of COVID-19, we saw a big spike in ransomware and I'd love to hear specifically from Tina why do we need trusted partners rather than software vendors in this fight? >> You know, it's so important to get out in front of all of the adversaries and most recently that we've seen huge growth in the e-crime actors that are taking advantage of the tools that are unfortunately in the market today, sometimes even free that allow them to hold organizations hostage. And the reason that's so important to partner with organizations and companies like CrowdStrike, is that we've been thinking ahead and we are designed in a way to stop an individual, a breach or adversary attack from occurring but we've been watching how their adversary works and now we can see their activity very early on before they have a chance to gain a foothold in an organization's server or laptop or even a phone or a tablet. And really what we're doing is we're providing protection so that it doesn't even need to move to an analyst to do further review. We just stop it right at the gate before it causes harm. And the reason that this is so important probably is obvious, but we're about making sure that the organizations like the State of Arizona can continue on their business and without these kinds of disruptions. So we haven't designed against one particular adversary but we really designed an approach that works across them all because we've been watching so closely how they move through environments for years. And we use the power of artificial intelligence delivered from the cloud to protect against all things including ransomware. >> Right it's really an evolving process. You constantly have to be vigilant for the next threat. Now I'd love to hear how you see things change with your tech partners and providers at the moment. >> So from a CrowdStrike perspective, we aim to be absolutely the best in class for the products and services that we provide whether that's your products that you can purchase like our endpoint solutions or whether that's services like our 24/7 threat hunting teams or Falcon Complete Teams that basically serve as an extension of an organization's team. But it's absolutely critical that we move this direction and not try to be the best at everything and instead partner. So we have extensive partnerships with Zscaler and Proofpoint and so many others, Okta. I mean the list goes on and on with now hundreds. And we also have a CrowdStrike store. So once you're a customer we've reduced the friction to taking on and trying out new modules, either from us or new options that maybe you haven't considered before from our trusted partners, much like the AWS marketplace we've got the CrowdStrike store and it's a growing set of partnerships where we build those integrations. So, my prior life I was the CISO for Arizona State University most recently. And we spend an awful lot of time integrating these solutions in a CrowdStrike. We're about building those integrations so that the teams within the organizations that can get on to doing innovative things within their space, rather than having to spend all their time tying these technologies together. >> Yeah now shifting to Jennifer late last year we learned that suspected Russian hackers broke into the US government agencies including a county in Arizona. So what measures has the State of Arizona put in place now to ensure that something like that won't happen again or that at least the state is very vigilant and ready to protect citizens and the government against these threats? >> We're definitely partnering with products like or vendors like CrowdStrike. That's what we, we're looking to extend those partnerships. And not only that we're developing our information sharing program across state, local and territorial governments. So we're looking to partner with the cities, the counties. Cybersecurity is a team sport. Cybersecurity is, it takes everyone. It takes the whole state working together. And that's one of the things that we've been trying to build. So working in conjunction with the state fusion center, the Arizona Counter Terrorism Information Center, we've been working to do more indicators of compromise sharing, any intelligence that we've been gathering from these counties that maybe did have an incident or a breach. We want to make sure that the information is disseminated to everyone so that we can be stronger and protect against it. Additionally, we we're always looking for grants that we can extend so that we're able to extend our products that we use to some of the smaller cities and towns and counties so that they can leverage some of the same technologies like CrowdStrike in their environments at a fraction of the cost or paid for by a grant. >> Terrific, well, Tina how does your experience as a CrowdStrike customer now come into play in your current role? >> Well, how's it come into play? Well, I think that it makes it really easy for me to be a liaison internally and help internal teams understand what it's like to sit as a CISO or as a CIO or deputy CIO. And to understand the kinds of challenges that these teams are (indistinct) these leaders of these teams are facing as they're moving forward with their innovation agenda while making sure to make sure that they're gaining those operational efficiencies that are so important today and wowing their customers all the while, right? So I think really what I bring to it is that level of experience to make sure that the voices of our customers are heard internally and that we continue to build products and services that make sense for the needs of our customers additional capabilities. Like we just released Falcon X Recon is an example of one of our newer capabilities where we're basically looking at their deep and dark web activity and bringing that together in the single platform, single event console that we've leveraged for years now. And in highlighting that activity many, in many cases, pre breach. So before you'd ever see it hit your, in your organization's operational environment, we would detect it through that service. So, I think it's those, all those things combined. >> Terrific well, CrowdStrike won a number of key accolades this year, and I was curious, Tina what you attribute to this huge success. >> Well, I have to tell you that I've been in the security space for far too long. And what I can say is that until CrowdStrike came along, there wasn't a solution, a security solution that we could get software running on an end point that wasn't just frustrating across the board. There were conflicts with other software running or the software would work great for one platform but it wouldn't work for the other. So we really have this new approach. And I think that that's what's made us, in fact I'm sure it's certainly what made me a wildly happy customer is that staff, faculty, employees, if we hadn't told them the software was being rolled out, they wouldn't have even noticed. You know it doesn't impact the machines and it's really provided this amazing experience and bringing all that with 150 different adversary groups that we track and we take that on for the customers and just bring visibility for the immediate things they need to take action on. I think those are all of the things that got us to this point in building out this platform is going to be really amazing to see in the years to come as we expand across other areas within the security space, either developing our own or really driving partnerships to make it easier for our customers. >> Yeah, terrific. Well, I pulled up the stat here for us to examine because I think it's really important for our viewers to understand just how important cybersecurity is and how it's going to be even more important for customers and for the private citizens and public citizens. According to Cybersecurity Ventures, cyber crime costs will grow by 15% per year reaching 10.5 trillion by 2025. That's just in about four years. And not only that, cyber crime will become the third largest economy in the world after the United States and China. So, I mean, it's really terrific that you're stepping up. You know just if you could both, perhaps Jennifer can go first and then Tina, what are the key lessons that you have for even the federal government to take a more proactive stance against these threats? >> Well, I think it's clear that this is a very lucrative venture, business venture. It's treated like a business venture by these criminal actors and they have a formula and it works. So I don't see that it's going to be changing anytime soon. And it's also not something that is highly sophisticated, highly technical. It's very easy. It's very much phishing, you know, users clicking on emails and vulnerabilities and environments. It's really a very easy formula that they continue to repeat. So I think until the federal government has more ways to recoup some of these ransomware payments, or we're able to stop some of these ransomware as a service products from being used, I think it's going to continue. So we're defenders so we need to make sure that we're ready for anything that comes and using products that keep us safe is really the best way and training our users. >> Terrific and Tina? >> Thank you. So we are so passionate about making sure that our customers can sleep better at night. When it comes down to tips it really comes back to the basics in many regards but the basics are sometimes really hard to do. So they sound simple, but they aren't so easy to do. And it's basics like making sure your systems are patched. Every organization has just a growing number of devices and pieces of software and infrastructure and all of those things need to be patched nearly immediately to stay out in front of today's adversaries. And Jen's right, Some are sophisticated, some are not but the reality is if we leave those windows open, we will have adversaries, oh, you know walk into our house if you will. So the basics like that also making sure that you have great backups, right? So if you do run into an instance of a ransomware where your systems are locked that you have the ability to recover quickly, being proactive and making sure that you have the partnership arrangement ahead of time is a third really important thing to do. Many organizations now have IRR retainers that they, incident response retainers that you can use proactively in years where you don't find yourself on your heels in a reactive situation but then it's there when you need it. Sometimes it's hard to find great services when there are the flood of ransomware attacks like we've seen in recent months. And then lastly, and I should have started with this 'cause it's the most important part, train your people. It's so important to make sure that security is just a culture, a part of the culture, just like you lock your car and you lock your house. Making sure that you're thinking about those things that will help keep you safe and your organization safe. >> Really excellent points. Thank you both so much for your insights. That was Tina Thorstenson executive public sector strategist at CrowdStrike, as well as Jennifer Dvorak, information security architect for the State of Arizona. Again, really appreciate your insights. This was a fantastic conversation with you. And that's all for the 2021 AWS Global Public Sector Partner Awards or in this session of that. I'm your host Natalie Erlich and see you very soon. (bright music)

>>Well, good day, everybody. And it's great to have you with us here on the cube. As we continue our key conversations as a part of the AWS startup showcase, please welcome Jennifer Johnson. Insidery, Jennifer's the chief marketing and strategy officer at amplitude, which is a global leader in product intelligence, and she tells her friends collar JJ. And so today it's still all JJ, how are you doing? I'm doing great, John, how are you doing very well. Thanks for being with us. We appreciate the time. Um, first off, tell us a little bit about amplitude about your work and job for those who might not be familiar. And also, I like to hear a little more about product intelligence about that concept. It's certainly taken on probably a pretty different meaning in this digital world that we're in today. That's right. That's right. Well, so I've been at amplitude. >>I joined in October of 2020. So, uh, not that long. Uh, and let me tell you, I, anyone who knows me knows that I am a CMO, but I am also a category designer. So I look at, uh, I look at companies, I look at opportunities as market creation opportunities, and we're going to talk about that because that's a big reason why I joined amplitude and why I'm so excited for the future of amplitude. Um, and so when we think about our website today says product intelligence. If you read between the lines and I tell you I'm a category designer, you might understand that maybe that will evolve over time, but what product intelligence actually means is it, is it really connects digital products to revenue. And what do I mean by that? And we all know that everything is digital. I don't need to tell you that everything is digital. >>We have the whole world just moved to digital. Um, and it's interesting because we think about digital and we think about the door dashes and the Peloton of the world, but really it's every company and every industry, um, you know, are some of our largest customers are hundred-year-old companies, right? And they have had to not just because of the last year in the pandemic, but they've been really thinking about how do we disrupt ourselves. Really? It's not even about disrupting the industry. It's actually about disrupting their own business around digital. So digital really, isn't a nice to have anymore. It's existential. And we all, I think we all know that at this point. Um, but you know, if the whole world has moved to digital and I think I read something that IDC wrote, we're going to spend $6.8 trillion by 2023 on digital transformation. We're spending an enormous, I mean, I think enormous has even an understatement amount of money on digital. >>So what is the next thing that you have to do once you've spent all this time and money and effort and probably millions of dollars, billions per company actually transforming is you have to actually optimize it and you have to figure out what your, what digital products and digital investments you're making. You have to make sure that actually connect to business outcomes. Things like, uh, revenue, things like lifetime value of things like loyalty, things that drive your business forward. And that's really where product intelligence and the future where amplitude is going is so critical. Because if you think about actually one of our customers said it best the customers of yesterday or the companies of yesterday. They put a website in front of their old way of doing things, their old products, their old way of doing things and call it a digital, like we just put a website in front of it. >>So it's digital. That is no longer the case. Now it's about redesigning your business and transforming value through new digital products and services. So digital products are actually the future of how businesses will operate in the new era. And so what happens is companies say, okay, we need to go build all these new products and services. And we have these goals of growth and revenue, and we hope the revenue comes out the other end, but there's really no way for, or no really effective way for companies to actually figure out how to manage and measure that in between you build a product, you put it out to market. Revenue comes out the other end, but how do you actually know if you're building the right things in the first place? How do you know what, uh, what features, what behaviors, what actions, what combinations of those actually lead to things like engagement and revenue and loyalty, and then how do you actually go and double down on those? >>And what I mean by that is adapting the experience. If you know, something works and you know that every customer that looks like that person will do this and you can predict an outcome. Why wouldn't you serve that up to every single person that looks like that. And really that whole notion of prediction and understanding, and prediction and adapting, that's really where amplitude plays a role. And that's what got me really excited about joining amplitude and really excited about the future is every company is a digital company and really companies have to completely rethink how they manage digital because it isn't just putting a website in front of it anymore. >>Yeah. I mean, you you've hit on something to them. In fact, we've got a lot to unpack here, which is great. Um, but, but you, you talk about that. Digital's lost, right? You got to have it's existential now you're dealing with business, which I think is absolutely correct, but because it's everybody and it is everywhere and you've got a lot of categories, right. Um, as a chief strategy officer, uh, you can't be all things to all people. You can't go off in every which way, but, so how are you focusing then your efforts in terms of identifying the key categories of prime categories, as opposed to looking at this huge landscape, and that could be overwhelming, you know, in some respects, how are you focusing? >>Yeah. I mean, there's, there's two ways to look at it and it is, you know, every company is a digital company, but really any company that has any kind of a digital product or an app digital app, anything that's digital is a as a relevant target for, for amplitude. Um, traditionally we have focused with probably no surprise. We focused on the, probably the, what I'd say the digital native companies, the companies that are more mature, but really they grew up through digitally through digital native. Those are the door dashes, the Postmates, the Uber's, the Lyft's right. Um, and those companies were just built by design to think this way, right? We're building products. Our app is our business. Our product is our business. So we need to make sure that we deeply understand how the interactions with our customers through that experience actually translates. And how do we continue to tweak and test and optimize and digitally native companies tend to understand that inherently. >>So that's been a lot of the early adopters of amplitude have been those digitally native companies. Now what we're seeing and no surprise is there's a really long tail of companies and more traditional industries. I mean, everything from, uh, you know, hospitality and restaurants, obviously media is going through a huge digital disruption right now. Um, automotive, I mean, any, any company that's looking at, how do we build new ways to engage and provide experiences to our customers through any kind of a digital means digital, digital product and app. Those are relevant targets for amplitude. So I think, you know, people think, Oh, it's every, every, uh, industry looks very different, but the commonality is everyone needs to move to digital. And the great thing for amplitude and for the market at large is a lot of our customers are these digitally native, what I would call the thought leaders around digital. And so if we can help bring that, bring those best practices and bring that approach to some of the more traditional companies in traditional industries and help them become more like the Peloton and the door dashes of the world. Then that's great for everybody, >>You know, JJ, when you talk about this transformation that's going on and the spaces in which is going on, which is everywhere right now, I imagine there are still some folks who might be a little reluctant, right? And you talked about slapping the new website and the old material, and they think they're done and they wash your hands and they go away and it's not that simple. Right. Um, so what's that conversation like to people who maybe aren't willing to jump in to take that risk as they see it, whereas, you know, it's an essential to their business. >>Yeah. So, you know, I do think that every disruption, technologically speaking or other is really change management and digital is no different, right? It's not just about moving to digital, it's changing the way that you're organized, it's changing your business structure, your, your strategy priorities. So I think that that organizations know they have to go there now. And even the ones that are reluctant, I'd say, if they're reluctant, they're probably going to get disrupted. So I think everyone understands they need to go there. Our role is really to help organizations get there without, I mean, digital, the, the word that usually follows digital is transformation. And I think a lot of people think that digital transformation needs to be this, you know, three to five year strategic journey and costs millions of dollars with armies of consultants. And really what we're helping to do is help organizations just answer the question, how is our product tied to our revenue? >>And we do that by bringing the data to the teams that actually need it. And it was really, it was really surprising to me to understand the process and some of these really large enterprises around how product and marketing teams, uh, get data. And, and a lot of times, if you have a question about something, if you're a product, if you're a product manager, obviously you want to understand how is our product doing what features are resonating? What features are leading to things like engagement or revenue or subscriptions or loyalty or whatever it is, right. As a marketer, you also want to know that as a marketer, you also want to know what campaigns are we driving that are actually creating value. Are there things that we should be doing? Are there areas we should double down on? And so the process is if you have a question about something or a hypothesis that you want to answer, a lot of times you have to send this request to some centralized data team or a data science team. >>Uh, you know, organizations have, you know, large B2C organizations. Most of them have armies of data scientists and business intelligence platforms. And you send a request and you might get an answer back in a few weeks, maybe a month. And, uh, maybe it's the right answer or usually what happens. And I think we can all relate to this. As you ask a question and you get data back and then it sparks five more questions. And so that whole process is the cyclical thing that I always say, if by the time you actually figure out the answer to your question, it's enough time to get Amazon in the new digital era. And so what we're actually doing is helping to bring that data, which we all know is the crown jewel of any organization. We're bringing that data and we're democratizing it and bringing it to all the teams that actually need it, lock, unlock it from data scientists and BI and bring it to the teams that need it, whether it's product, whether it's marketing, whether it's sales, whether it's customer success. >>And the greatest thing is it's not as a tool for everyone. And then all of a sudden you have these silo tools marketing as their tool product has their tools. CS has their tool is you actually have one platform, one system, and one source of data that all those teams use. So marketing doesn't say, well, yeah, my mind says this and it looks at it from this lens. And product says, well, my data says this, but it looks at it from this lens. All of a sudden you've removed that entire conversation or that entire debate. And that changes everything. It changes the way that companies get insights into customer behavior. It changes the way that they build products. It changes the way that the teams work together, product and marketing can now work off of a common set of data. And so really amplitude is helping to drive that change. >>And you don't have to do it through a three year implementation with an army of consultants that come in. It's something that can be done very easily. And so, and it, you know, I know everyone wants an easy button. Um, it is quite easy though. It's not, it's not the, the three-year or even the one year transformation. It's actually a way to, to bring that data to the teams that need it quickly. Um, the other thing I'd say to it is it's bringing the right data to them. Um, I was reading something from Gardner that said 85% of marketing analytics tools. Now these are tools that usually track things like ad attribution, website visits and how that, you know, how that relates to revenue well in a customer acquisition scenario, while you just want to know what ads actually lead to a cart, uh, put someone going to a cart, someone purchasing that was probably sufficient, but in the, in the new world, that's just not answering the same question. >>Like if you need to add, answer a question of what features, what behaviors, what actions within the product actually drive business outcomes, knowing what ads people clicked on and what web visits that you know, that, that, you know people had. And that's not going to answer it. That's not, it's just answering a totally different question. And 85% of companies are using marketing analytics tools to actually answer questions like what features we need to build. So that's another key point here is companies need to answer this question. They know they do. They just don't have the tools to do it and the data to do it. So they're using tools that were designed for a completely different purpose. And so really that's another great thing about amplitude is we're actually giving them the actual, the right data to answer the questions. >>So if you're, if you're somebody who's headlights, you know, for down the road, then in terms of, you know, you're looking for behavior, straights and patterns, you're looking for increased customer engagements, right. They have all these wonderful tools now, you know, not that you're missing anything, but where do you think that you could even sharpen the pencil a little bit more so that down the road here, what, what do you think technologically, you are capable or you would like to be able to, there's a making that an even richer in case even a bigger, a deeper dig? >>Well, I mean, so we, we have this, this, uh, immense deep, fast, smart database of customer behavior. So if you think of it, it's almost like the possibilities are endless. Anything that you need to be able to know or any question you could ask of your data to know what combinations of features, what combinations of behaviors actually lead to things like retention or churn or revenue. And then you can actually start to model those into cohorts. If I know that a customer does these five things in this order, and they're five times more likely to churn, well, then any customer that actually doesn't just look like that based on your demographics, who you are, where you live, et cetera, but based on actually what you do in the product, we can start to cohort them and say, this person actually looks like this other person based on their behavior. >>And therefore we might actually personalize an experience for them. We might send them an offer if we think they're going to turn, because we know they're likely to turn base cause other people that look like them do, um, or we're not going to send them anything because we already know they're loyal. So they're already likely to buy. So it's answering more questions, but then it's also, how do you actually use that to really personalize experiences? And I, that word is so overused, but in this way, I mean, it's not about I'm going to serve you a piece of content because I know what industry you work in, or I know where you live. I'm actually going to personalize your experience because I know that you, John, as an individual, do these things. And therefore I know that you are either a loyal customer or you've got a high likelihood to churn, et cetera. >>And then I'm going to personalize an experience. That's a good experience for you, but also it could experience for the business. So I think there's more, um, types of analytics. There's more ways to personalize and build experiences. I think in the, in the modern way, not the old demographic way. Um, but also even every organization around the company, like everyone touches the customer. So, you know, customer experience, as we know, is, is, you know, I hate to call it, call it the buzzword. Of course, everybody wants a great customer experience, but everybody talks about customer experience. Anyone who touches the customer as part of customer experience, which is basically the whole company. And so if you think about today, there's obviously product teams, marketing teams are heavy users of, of amplitude, but going forward, I mean, imagine a world where, you know, anytime, you know, anytime you have a touch point with a customer, you can use this, this insight into what they're actually doing in the product to, to get some level of, of intelligence that you didn't have before and use it to proactively give them a better experience, right? >>Whether it's, you know, uh, you know, at renewal time or you know, that they're likely to do something. So you offer something that gives them a better experience or you're in customer service. And wouldn't it be great to actually know if someone's logging a support ticket, what they're actually doing in the product it's going to help you give them a better support experience, et cetera, et cetera. I mean, the options here I think are because of the data that we have and the way that we can, like you said, build these patterns and pattern match, what features and actions lead to outcomes. Uh, I think the options are limitless. And I think this is the new way, like customers, that companies that understand this is the Holy grail of the new way of, of digital and understanding your customers and having this intelligence into the product is the new way to engage the customers that get that are going to be the customers that win. >>What is the new game you're right. I think limitless is a really good word too, because the capabilities that you're developing and the product and services you're providing. Um, so thanks for sharing the time and the insight and pleasure to have you on the queue. Thanks for being here. It's been great. Thank you, John. You've got jumbles here on the cube to conversation on AWS startup showcase. In fact, we have Jennifer Johnson.

(upbeat music) >> Well, good day, everybody. And it's great to have you with us here on the theCUBE. As we continue our CUBE Conversations as a part of the AWS startup showcase. Pleased to welcome Jennifer Johnson in today. Jennifer is the Chief Marketing and Strategy Officer at Amplitude, which is a global leader in product intelligence. And she tells me her friends call her JJ. And so, today it's... Hello JJ, how are you doing? >> I'm doing great, John. How are you? >> I'm doing very well. Thanks for being with us, we appreciate the time. First off, tell us a little bit about Amplitude, about your work in general for those who might not be familiar, and also, I'd like to hear a little more about product intelligence and about that concept, if you will, and how that has certainly taken on probably a pretty different meaning in this digital world that we're in today. >> That's right. Well, so I've been at Amplitude, I joined in October of 2020. So not that long. And let me tell you, anyone who knows me knows that I am a CMO, but I am also a Category Designer. So, I look at companies, I look at opportunities as market creation opportunities. And we're going to talk about that 'cause that's a big reason why I joined Amplitude and why I'm so excited for the future of Amplitude. And so when we think about... Our website today says product intelligence. If you read between the lines and I tell you I'm a category designer, you might understand that maybe that will evolve over time. But what product intelligence actually means is, is that it really connects digital products to revenue. And what do I mean by that? And we all know that everything is digital. I don't need to tell you that everything is digital. The whole world just moved to digital. And it's interesting because, we think about digital and we think about the DoorDashs and the Pelotons of the world, but really it's every company in every industry. Some of our largest customers are 100-year old companies. And they have had to, not just because of the last year in the pandemic, but they've been really thinking about how do we disrupt ourselves, really. It's not even about disrupting the industry. It's actually about disrupting their own business around digital. So digital really, isn't a nice to have anymore. It's existential. And we all, I think we all know that at this point. But, if the whole world has moved to digital and I think I read something that IDC wrote, we're going to spend $6.8 trillion by 2023 on digital transformation. We're spending an enormous, I mean, I think enormous is even an understatement amount of money on digital. So what is the next thing that you have to do, once you've spent all this time and money and effort in probably millions of dollars, billions per company actually transforming, is you have to actually optimize it. And you have to figure out what digital products and digital investments you're making. You have to make sure that they actually connect to business outcomes. Things like, revenue, things like lifetime value, things like loyalty, things that drive your business forward. And that's really where product intelligence and the future where Amplitude is going is so critical. Because if you think about... Actually, one of our customers said it best. The customers of yesterday or the companies of yesterday, they put a website in front of their old way of doing things, their old products, their old way of doing things and called it digital. Like we just put a website in front of it so it's digital. That is no longer the case. Now it's about redesigning your business and transforming value through new digital products and services. So digital products are actually, the future of how businesses will operate in the new era. And so what happens is, companies say, "Okay, we need to go build all these new products "and services. "And we have these goals of growth and revenue "and we hope the revenue comes out the other end." But there's really no way for... Or no really effective way for companies to actually figure out how to manage and measure that in-between. You build a product, you put it out to market, revenue comes out the other end, but how do you actually know if you're building the right things in the first place? How do you know what features, what behaviors, what actions, what combinations of those, actually lead to things like engagement and revenue and loyalty. And then how do you actually go and double down on those? And what I mean by that is adapting the experience. If you know something works, and you know that every customer that looks like that person will do this, and you can predict an outcome, why wouldn't you serve that up to every single person that looks like that? And really that whole notion of prediction and understanding and prediction and adapting, that's really where Amplitude plays a role. And that's what got me really excited about joining Amplitude and really excited about the future is, every company is a digital company and really companies have to completely rethink how they manage digital because it isn't just putting website in front of it anymore. >> Yeah I mean, you've hit on something there. In fact, we've got a lot to unpack here, which is great. But you talk about that digital (mumbles) you got to have. It's existential now to doing your business which I think is absolutely correct. But because it's everybody, and it is everywhere and you've got a lot of categories, as a Chief Strategy Officer, I mean, you can't be all things to all people. You can't go off in every which way, so how are you focusing then in your efforts in terms of identifying maybe key categories or prime categories, as opposed to, looking at this huge landscape, and that can be overwhelming in some respects how are you focusing then? >> Yeah. I mean, there's two ways to look at it. And it is... Every company is a digital company, but really any company that has any kind of a digital product or a digital app, anything that's digital is a relevant target for Amplitude. Traditionally, we have focused with probably no surprise, we focused on the, probably what I'd say the digital native companies, the companies that are more mature, but really they grew up through digital native. Those are the DoorDashs, the Postmates, the Ubers, the Lyfts. And those companies were just built by design to think this way. "We're building products. "Our app is our business. Our product is our business." So we need to make sure that we deeply understand how the interactions with our customers through that experience actually translates, and how do we continue to tweak and test and optimize. And digitally native companies, tend to understand that inherently. So that's been a lot of the early adopters of Amplitude have been those digitally native companies. Now what we're seeing, and no surprise is, there's a really long tail of companies in more traditional industries. I mean, everything from, hospitality and restaurants. Obviously media is going through a huge digital disruption right now. Automotive. I mean, any company that's looking at how do we build new ways to engage and provide experiences to our customers through any kind of a digital means, a digital product, an app, those are relevant targets for Amplitude. So I think people think, "Oh, it's..." Every industry looks very different but the commonality is everyone needs to move to digital. And the great thing for Amplitude and for the market at large is a lot of our customers are these digitally native, what I would call the thought leaders around digital. And so if we can help bring that, bring those best practices and bring that approach to some of the more traditional companies, in traditional industries and help them become more like the Pelotons and the DoorDashs of the world, then that's great for everybody. >> You know, JJ, when you talk about, this transformation that's going on and the spaces in which is going on which is everywhere right now, I imagine there are still some folks who might be a little reluctant. And you talked about slapping a new website on the old material and they think they're done and they wash their hands and they go away. And it's not that simple. So what's that conversation like to people who maybe aren't willing to jump in, to take that "risk" as they see it, whereas you know, it's an essential to their business. >> Yeah. So, I do think that every disruption technologically speaking or other, is really change management. And digital's no different. It's not just about moving to digital, it's changing the way that you're organized. It's changing your business structure, your strategy, your priorities. So, I think that organizations know they have to go there now. And even the ones that are reluctant, I'd say if they're reluctant they're probably going to get disrupted. So I think everyone understands they need to go there. Our role is really to help organizations get there, without... I mean, digital, the word that usually follows digital is transformation. And I think a lot of people think that digital transformation needs to be this, three to five year strategic journey, and cost millions of dollars with armies of consultants. And really what we're helping to do is, help organizations just answer the question, "how is our product tied to our revenue?" And we do that by bringing the data to the teams that actually need it. And it was really surprising to me to understand the process in some of these really large enterprises, around how product and marketing teams get data. And a lot of times if you have a question about something, if you're a product manager obviously you want to understand how is our product doing? What features are resonating? What features are leading to things like engagement or revenue or subscriptions or loyalty or whatever it is. As a marketer you also want to know that. As a marketer you also want to know, what campaigns are we driving that are actually creating value. Are there things that we should be doing? Are there areas we should double down on? And so the process is if you have a question about something or a hypothesis that you want to answer, a lot of times you have to send this request to some centralized data team or a data science team. Organizations have, large B2C organizations. Most of them have armies of data scientists and business intelligence platforms. And you send a request and you might get an answer back in a few weeks, maybe a month and maybe it's the right answer or usually what happens, and I think we can all relate to this. Is you ask a question and you get data back and then it sparks five more questions. And so that whole process is the cyclical thing that I always say, by the time you actually figure out the answer to your question, it's enough time to get Amazoned in the new digital era. And so what we're actually doing is helping to bring that data which we all know is the crown jewel of any organization. We're bringing that data and we're democratizing it and bringing it to all the teams that actually need it. Unlock it from data scientists and BI, and bring it to the teams that need it, whether it's product, whether it's marketing, whether it's sales, whether it's customer success. And the greatest thing is it's not a tool for everyone. And then all of a sudden you have these siloed tools, marketing has their tool, product has their tool, CS has their tool. Is you actually have one platform, one system, and one source of data that all those teams use. So marketing doesn't say, "Well yeah, my mind says this "and it looks at it from this lens." And product says, "Well, my data says this, "but it looks at it from this lens." All of a sudden you've removed that entire conversation or that entire debate. And that changes everything. It changes the way that companies get insights into customer behavior. It changes the way that they build products. It changes the way that the teams work together. Product and marketing can now work off of a common set of data. And so really Amplitude is helping to drive that change. And you don't have to do it through a three-year implementation with an army of consultants that come in. It's something that can be done very easily. And so, I know everyone wants an easy button. It is quite easy though. It's not the three-year or even the one-year transformation. It's actually a way to bring that data to the teams that need it quickly. The other thing I'd say to it is, it's bringing the right data to them. I was reading something from Gartner that said, 85% of marketing analytics tools, now these are tools that usually track things like ad attribution, website visits, and how that relates to revenue. Well in a customer acquisition scenario, well, you just want to know what ads actually lead to a cart. Put someone going to a cart, someone purchasing that was probably sufficient, but in the new world, that's just not answering the same question. Like if you need to answer a question of what features, what behaviors, what actions within the product actually drive business outcomes, knowing what ads people clicked on and what web visits that people had, that's not going to answer... It's just answering a totally different question. And 85% of companies are using marketing analytics tools to actually answer questions like what features, do we need to build? So that's another key point here is, companies need to answer this question. They know they do. They just don't have the tools to do it and the data to do it. So they're using tools that were designed for a completely different purpose. And so really that's another great thing about Amplitude, is we're actually giving them the actual, the right data to answer the questions. >> So, if you're somebody's headlights, for down the road, then in terms of, you're looking for behavior, straights and patterns. You're looking for increased customer engagements, and you have all these wonderful tools now, not that you're missing anything, but where do you think that you could even sharpen the pencil a little bit more so that down the road here, what do you think technologically you are capable or that you would like to be able to deliver, because of making that an even richer engagement, even a bigger, a deeper dig. >> Yeah. Well, I mean, so, we have this immense deep, fast, smart database of customer behavior. So if you think of it, it's almost like the possibilities are endless. Anything that you need to be able to know or any question you could ask of your data to know what combinations of features, what combinations of behaviors actually lead to things like retention or churn or revenue. And then you can actually start to model those into cohorts. If I know that a customer does these five things in this order, and they're five times more likely to churn, well then, any customer that actually, doesn't just look like that based on your demographics, who you are, where you live, et cetera, but based on actually what you do in the product. We can start to cohort them and say, "this person actually looks like this other person "based on their behavior." And therefore we might actually personalize an experience for them. We might send them an offer if we think they're going to churn because we know they're likely to churn base 'cause other people that look like them do. Or we're not going to send them anything because we already know they're loyal. So they're already likely to buy. So it's answering more questions, but then it's also, how do you actually use that to, really personalize experiences? And that word is so overused, but in this way, I mean, it's not about I'm going to serve you a piece of content because I know what industry you work in, or I know where you live. I'm actually going to personalize your experience because I know that you, John, as an individual, do these things and therefore I know that you are either, a loyal customer, or you've got a high likelihood to churn, et cetera. And then I'm going to personalize an experience, that's a good experience for you but also a good experience for the business. So, I think there's more types of analytics. There's more ways to personalize and build experiences. I think in the modern way, not the old demographic way. But also, even every organization around the company, like everyone touches the customer. So, customer experience as we know is, I hate to call it the buzzword. Of course, everybody wants a great customer experience but everybody talks about customer experience. Anyone who touches the customer is part of customer experience, which is basically the whole company. And so if you think about, today, there's obviously product teams, marketing teams, are heavy users of Amplitude. But going forward, I mean, imagine a world where, anytime you have a touch point with a customer, you can use this insight into what they're actually doing in the product to get some level of intelligence that you didn't have before, and use it to proactively give them a better experience. Whether it's, at renewal time, or you know that they're likely to do something so you offer something that gives them a better experience or you're in customer service. And wouldn't it be great to actually know if someone's logging a support ticket. What they're actually doing in the product is going to help you give them a better support experience, et cetera, et cetera. I mean, the options here I think are, because of the data that we have and the way that we can, like you said, build these patterns and pattern match what features and actions lead to outcomes, I think the options are limitless. And I think this is the new way. Like companies that understand this is the Holy grail of the new way of digital and understanding your customers and having this intelligence into the product is the new way to engage, the customers that get that are going to be the customers that win. >> Well, it is a new game, you're right. I think limitless is a really good word too because the capabilities that you're developing and the product and services you're providing, really are limitless. So thanks for sharing the time and the insight, a pleasure to have you on theCUBE. Thanks for being here. >> Thank you. It's been great. Thank you, John. >> You've got John Walls here on theCUBE, CUBE Conversation on the AWS startup showcase. I'm talking with Jennifer Johnson from Amplitude. (soft music)

>> Narrator: From around the globe. It's theCUBE with digital coverage of PagerDuty summit 2020, brought to you by PagerDuty. >> Welcome to theCUBES coverage of PagerDuty summit 20, I'm Lisa Martin. Very pleased to welcome back to theCUBE, one of our alumna, distinguished alumna, the CEO of PagerDuty, Jennifer Jehada. Jennifer it's great to be talking with you today. >> Thanks Lisa, it's great to be here with theCUBE again and great to see you. >> Yeah, so lots happened in the last six months alone with that whiplash from all that, but you've been fifth year of the PagerDuty summit. The first year virtual, lot of things have changed. Talk to us about the evolution of PagerDuty over the last few years in particularly the last six months. >> Well, let's start with the last six months. I mean, I think we have all seen a society go through a big transformation with a global pandemic, kind of underpinning a volatile economic environment, a very difficult jobs environment. But in many cases, we've also seen tremendous acceleration. We've seen companies pull forward 10 years of transformation into a matter of months. And we saw that recently in some Kinsey research. And this is really been driven by the compulsory need for brands to meet their consumers online, for companies to enable and empower their employees online and for children to be able to learn online. And so, as we've moved, made this shift to doing everything in the digital world, it means that all of our customers, the biggest brands in the fortune 500, the most innovative tech companies that you're aware of. They've all had to really transform quickly to deliver an entire, nearly perfect customer experience online. And the stakes are higher, because they can't depend on their bricks and mortar revenue for business success. And that's meant that IT teams and developer teams have become the frontline of the digital default era because digital really truly is, the new operating system. That kind of fits squarely into how PagerDuty is evolve. Because we started out as a platform that served developers and helping them manage on-call notifications and alerting. So, engineers who wanted to be alerted when something went wrong and make sure they could address an issue in a service they were responsible for, before it had customer impact. Over the last five years, we've really evolved the platform, leveraging over a decade of proprietary data, about events, about incidents, about people, responder behavior, with machine learning, to really help our customers and engineering and IT, and IT ops and security and in customer support, truly manage what is an increasingly complex digital tech ecosystem. And this means that we're using software and automation to detect issues. We're then intelligently routing those issues in that work, that unplanned spontaneous work to the right people in the right moments. So that a customer and employee doesn't even feel any pain. There is no issue with availability. They can continue to engage with a brand or a service the way they want to. And that's become increasingly important because that's where all the revenue is today. >> It's essential, it's like, we've been talking for months about essential frontline workers and we think right away of healthcare, fire police, things like that. But, the digital default that you talked about, there's new digital frontline. I know PagerDuty has over 13,000 customers and some of the new sort of digital frontline that are enabling people to do everything from work, shop, learn, zoom, Netflix for example, Peloton helping us, keep fit in this time of such isolation, are now considered essential and depending on PagerDuty to help them be able to do that. To meet those increasing customer demands. >> Sure, all of these are PagerDuty customers. And the thing about the digital frontline is they can be invisible. You don't necessarily see them because they're behind the scenes trying to manage all the complex technology that makes that on demand Peloton class efficient and amazing for you. And when that class doesn't work, you're unhappy with Peloton. It really directly impacts the brand. Luckily Peloton is very reliable. I'm a big Peloton fun myself. And I really like to acknowledge and just let the frontline know that we do see them. We know that digital workers have been putting in on average, an extra 10 to 15 hours a week. During this environment, many of them are also either living in isolation on their own because of shelter in place rules, or they're trying to manage their own children's schooling. And, we all ask ourselves this question, are we working from home or are we living at work? It's sometimes those lines are blurred. So, anything that we can do as a platform to automate more and more of this work for the digital frontline, is really our focus. And this year at summit, we're going to be talking in particular about freeing our users from complexity about helping them orchestrate and automate work more effectively. And about leveraging machine learning and analytics to improve the cost efficiency, the productivity and the team, the health of their digital teams and their digital operations. >> So, in your keynote, you're going to be talking about digital ops. That's kind of dig into that. Cause we've shifted from this very structured way of working to sort of this chaotic approach, the last six months. Digital ops, what does it mean from PagerDuty's perspective and how is it going to impact every business? >> Well, I think when we look forward in a couple of years, we won't even use the word digital. It'll just be the operations of a company of a modern organization. How do you bring together all the application technology, the infrastructure technology, the networking, the Wi-Fi connectivity, the customer engagement data. How do you bring all of that together, to deliver these wonderful experiences that we've become reliant? You use the word essential, right? Well, PagerDuty essentially become the critical foundation or infrastructure that helps companies manage all this technology. And the problem is, with architecture becoming more distributed with powerful tools like the cloud, that's actually proliferated the complexity. It's actually increased the speed of the number of applications and services that an organization has mattered. And so, adopting the cloud can be very powerful for a company. It can be very freeing. It can allow you to innovate much faster. But it also, is not an easy thing to do. There's a lot of change management associated with it. And you have to make sure, that your team is ready for it. PagerDuty really facilitates a cultural shift, leveraging DevOps, which really, in a DevOps culture really in methodology allows companies to empower people closest to the action, to make better decisions. If you think about this digital world, we're living in, a consumer wait a nanosecond, a microsecond, maybe a couple of seconds. If you don't get that experience to be perfect for them. And yet traditional ways of solving technology problems, or ticketing systems and command and control environments that would take hours, maybe days to resolve issues. We don't have that time anymore. And so, digital operations is all about instantly detecting an issue, being able to run correlation and consolidate those issues to start to become more proactive, to predict whether or not, this small issue could become a major incident. And address it, resolve it, leveraging automation, before customers feel any pain before you see any impact to the business, the bottom line or brand reputation. >> All of those, are absolutely critical for every type of company, every size, every industry, because as you talked about, customers are demanding, we're also ready to, if something doesn't happen right away, we're going to go find the next service that's going to be able to deliver it. And the cost of that to a business, is I saw some numbers that you shared that if that costs you a hundred, a second of a minute, rather of downtime. A year ago, costs you a $100,000. That's now 4 to 5X. So, that costs can actually put a company adding up out of business. And we're in this. Let's not just survive, but thrive mode. And, to be able to have that immediate response. And as you say, shift from being reactive to proactive is I think absolutely business critical. >> Lisa, you should come work for us. >> You have this down pat. >> (laughs) And you're exactly right. I mean, I remember back in the day when I used to work in an office and walk out onto the street before I went home, you would see employees standing outside, switching back and forth between their rideshare app, their food delivery app, maybe their dating app, or their movie entertainment app. And if one thing is not serving them fast enough, they just switched to the other one. And, consumers are very fickle. They've got become increasingly more demanding, which means there are more demands on our teams and that digital frontline and our technology. And in fact, to your point, because all of that revenue has shifted online over the last six months. We've seen the cost of a minute and that cost is really calculated based on loss, labor productivity, but also lost revenue. We've seen that cost go up, from if you lost a $100,000 during disruption last year, you're maybe losing half a million dollars a minute when your app is disrupted. And, these apps and websites don't really go down very often anymore, but small disruptions, when you're trying to close out your shopping cart, when you're trying to select something, when you're trying to do some research. It can be very frustrating, when all of those little pieces backed by very complex technology, don't come together beautifully. And, that's where PagerDuty brings the power of automation, the power of data and intelligence and increasingly orchestrates all this work. We don't start our day anymore by coming into an office, having a very structured well laid out calendar and environment. We often are interrupted constantly throughout the day. And PagerDuty was designed and architected to serve unpredictable, spontaneous, but emergent, meaning time critical and mission critical work. And I think that's really important because that digital environment is how companies and brands build trust with their consumers or their employees. PagerDuty essentially operationalizes that trust. The challenge with trust, is it can take years to build trust up and you can destroy it in a matter of seconds. And so, that's become really important for our customers. >> Absolutely, another thing that obviously has gone on, in the last six months is, you talked about those digital frontline workers working an extra 10 to 15 hours a week, living at work basically, but also the number of incidents has gone up. But how has PagerDuty helping those folks respond to and reduce the incidents faster? >> Well, this is something that I'm very proud of, and PagerDuty's entire product and engineering team should be extremely proud of. I mean, we were held to a very high standard. Because we're the platform that is expected to be up, when everything else is having a bad day. And in this particular environment, we've seen a number of our customers experience unprecedented demand and scale, like zoom and Netflix, who you mentioned earlier. And when that happens, that puts a lot of pressure, events transiting across our platform on PagerDuty. PagerDuty has not only held up extremely well. Seeing some customers experiencing 50 times the number of incidents and other customers experiencing maybe 12 times the number of incidents they used to. Those customers are actually seeing an improvement in their time to resolve an incident by about 20%. So, I love the fact that, not only have we scaled almost seamlessly in this environment with the customers of ours that are seeing the most demand and the most change. And at the same time, we've helped all of our customers improve their time to resolve these incidents, to improve their overall business outcomes. >> One of the things I saw Jennifer recently, I think it was from McKinsey, was that 92% of this, is the survey before the pandemics. That, yeah, we've got to shift to a digital business. So, I'm curious customers that were on that cussing. We're not there yet, but we need to go. When this happened six months ago, when they came to PagerDuty, how did you advise them to be able to do this when time was of the essence? >> Well, first of all, one of our first company value, is champion the customer. So, I think our initial response to what we saw happen as COVID started to impact many industries was to listen. Was to lean in with empathy and try and understand the position our customers were in. Because just like our employees, every person is affected differently by this environment. And every customer has had a different experience. Some industries have done very well, and we hear a lot about that on the news, but many industries are really having a very difficult time and have had to massively transform their business model just to survive, much less to thrive. And so, PagerDuty has really worked with those customers to help them manage the challenge of trying to transform and accelerate their digital offerings and at the same time, reduce their overall costs. And we do that very effectively. We did a study with IDC about a year ago, and found that, most of our enterprise customers experience a 730% return on investment in four months. And that's because we automate what has traditionally been a lot of manual work, instead of just alerting someone there's a problem. We orchestrate that problem across cross-functional teams, who otherwise might not be able to find each other and are now distributed. So, there's even more complicated. You can't just sit in a room and solve these problems together anymore. We actually capture all of the data that is created in the process of resolving an incident. And now, we're using machine learning and AI to make recommendations, to suggest ways to resolve an incident, to leverage past incident experiences and experts within the platform to do that. And that means that we're continually consolidating the time that it takes to resolve an incident from detection all the way through to being back to recovery, but also reducing the amount of manual work that people have to do, which also reduces their stress when they're under fire and under time constraints. Because they know these types of incidents can have a public and a financial impact on their companies. We also help them learn from every incident that runs on the platform. And we're really bringing a more power to the table on that front, with some of the new releases. I'll be talking about later on this morning with analytics and our analytics lab. >> As we look at the future, the future of life is online, right? The future of work is online, but also distributed teams. Cause we know that things are going to come back to normal, but a lot isn't. So, being able to empower organizations to make that pivot so quickly, you brought up a great point about it's not just the end-user customer who can churn and then go blast about it to social media and cause even more churn. But it's also the digital frontline worker who totally needs to be cared for, because of burnout happens. That's a big issue that every company has to deal with. How is PagerDuty kind of really focused on, you mentioned culture on helping that digital frontline worker not feel burnout or those teams collaborate better? >> Well, we look at operations through the lens of sort of humanity. And we think about what's the impact of the operational environment today on what we call team health. And in our analytics solution, we can heat map your team for you and help you understand who in your team is experiencing the most incident response stress. they're having to take on work during dinner time, after hours on weekends, in the middle of the night. Cause these big incidents, for some reason, don't seem to happen at one on a Tuesday. They tend to happen at 4:00 AM on a Saturday. And oftentimes what happens is what I call the hero syndrome. You have a particularly great developer who becomes the subject matter expert, who gets pulled into every major difficult puzzle or incident to solve. And the next thing, that person's spending 50% of their time on unplanned, unpredictable high stress work. And we can see that, before it becomes that challenging and alert leaders that they potentially have a problem. We also, in our analytics products can help managers benchmark their teams in terms of their overall productivity, how much their services are costing them to run and manage. And also looking after the health of those folks. And, we've often said PagerDuty is for people. We really build everything from design to architecture, in service of helping our users be more efficient, helping our users get to the work that matters the most to them. And helping our users to learn. Like I said, with every incident or problem or challenge that runs on the platform. And likewise, I believe culture is a business imperative. Likewise is diversity and equality and PagerDuty as a platform from a technology perspective that doesn't discriminate. And we're also a company that is really focused on unbalanced, on belonging, on inclusion, diversity and equality in everything that we do. And I'm really excited that at summit, we have Derek Johnson who is the president of the NAACP, speaking with us to talk about how we get out the vote, how we support individuals in having a say in leveraging their voices at a time when I think it's more important than ever. >> And that was one of the things that really struck me Jennifer, when I was looking at, Hey, what's going on with PagerDuty summit 20. And just even scanning the website with the photographs of the speakers from keynotes and general session to break out influencers, the amount of representation of women and people of color and diversity, really struck me. Because we just don't see that enough. And I just wanted to say, congratulations as a woman who's been in tech for 15 years. That is so important, but it's not easy to achieve. >> Well, thank you for saying that. I mean, honestly, I think that when you look on that summit website and at those speakers, it really is a great picture or snapshot of the richly diverse community that PagerDuty serves and engages in partners in. Sometimes you just have to be more intentional about identifying some of those phenomenal speakers, who are maybe not like the obvious person to have on a topic because we become accustomed used to having the same types of speakers over and over again. So, this started with intent, but to be honest, like these people are out there and I think we have to give them a stage. We have to give them a spotlight. And it's not about whether you're a man or a woman at our stage. It's making sure that the entire summit environment really brings a diverse and I think rich collection of expertise of experience to the table, so that we all benefit. And I'm really excited. There are just so many fantastic folks joining us from Brett Taylor, who is the president and CEO of Salesforce and was the founding CTO of Facebook to Andy Jassy, who is leading Amazon web services right now. There's Ebony Beckwith who's going to speak about some of the great things that we're doing with pagerduty.org and the list goes on and on. I could spend, all morning talking about the people I'm excited to hear from and learn from. But I would encourage everybody who's putting an event together, to have a strategy and be intentional and be insistent about making sure that your content and the people providing that content, the experts that you're bringing to bear really do reflect the community that we're all trying to serve. >> That is outstanding and congratulations on PagerDuty summit by the first virtual, but you're going to have the opportunity to influence and educate so many more people. Jennifer, it's been such a pleasure talking to you and having you back on theCUBE. I look forward to seeing you again soon. >> Thank you so much, Lisa. It's been great to be with you. >> All right, for Jennifer Tejada. I'm Lisa Martin. You're watching theCUBE conversation. (upbeat music)

>>from around the globe. It's the queue with digital coverage of AWS Public sector online brought to you by Amazon Web services. Everyone welcome back to the Cube's virtual coverage of AWS Public sector online summit, which is also virtual. I'm John Furrier, host of the Cube, with a great interview. He remotely Jennifer Cronus, who's the general manager with the D. O. D. Account for Amazon Web services. Jennifer, welcome to the Cube, and great to have you over the phone. I know we couldn't get the remote video cause location, but glad to have you via your voice. Thanks for joining us. >>Well, thank you very much, John. Thanks for the opportunity here >>to the Department of Defense. Big part of the conversation over the past couple of years, One of many examples of the agencies modernizing. And here at the public sector summit virtual on line. One of your customers, the Navy with their air p is featured. Yes, this is really kind of encapsulate. It's kind of this modernization of the public sector. So tell us about what they're doing and their journey. >>Sure, Absolutely. So ah, maybe er P, which is Navy enterprise resource planning is the department of the Navy's financial system of record. It's built on S AP, and it provides financial acquisition and my management information to maybe commands and Navy leadership. Essentially keep the Navy running and to increase the effectiveness and the efficiency of baby support warfighter. It handles about $70 billion in financial transactions each year and has over 72,000 users across six Navy commands. Um, and they checked the number of users to double over the next five years. So essentially, you know, this program was in a situation where their on premises infrastructure was end of life. They were facing an expensive tech upgrade in 2019. They had infrastructure that was hard to steal and prone to system outages. Data Analytics for too slow to enable decision making, and users actually referred to it as a fragile system. And so, uh, the Navy made the decision last year to migrate the Europe E system to AWS Cloud along with S AP and S two to s AP National Security Services. So it's a great use case for a government organization modernizing in the cloud, and we're really happy to have them speaking at something this year. >>Now, was this a new move for the Navy to move to the cloud? Actually, has a lot of people are end life in their data center? Certainly seeing in public sector from education to modernize. So is this a new move for them? And what kind of information does this effect? I mean, ASAP is kind of like, Is it, like just financial data as an operational data? What is some of the What's the move about it Was that new? And what kind of data is impacted? >>Sure. Yeah, well, the Navy actually issued a Cloud First Policy in November of 2017. So they've been at it for a while, moving lots of different systems of different sizes and shapes to the cloud. But this migration really marked the first significant enterprise business system for the Navy to move to the actually the largest business system. My migrate to the cloud across D o D. Today to date. And so, essentially, what maybe Air P does is it modernizes and standardizes Navy business operation. So everything think about from time keeping to ordering missile and radar components for Navy weapon system. So it's really a comprehensive system. And, as I said, the migration to AWS govcloud marks the Navy's largest cloud migration to date. And so this essentially puts the movement and documentation of some $70 billion worth of parts of goods into one accessible space so the information can be shared, analyzed and protected more uniformly. And what's really exciting about this and you'll hear from the Navy at Summit is that they were actually able to complete this migration in just under 10 months, which was nearly half the time it was originally expected to take different sizing complexity. So it's a really, really great spring. >>That's huge numbers. I mean, they used to be years. Well, that was the minicomputer. I'm old enough to remember like, Oh, it's gonna be a two year process. Um, 10 months, pretty spectacular. I got to ask, What is some of the benefits that they're seeing in the cloud? Is that it? Has it changed the roles and responsibilities? What's what's some of the impact that they're seeing expecting to see quickly? >>Yeah, I'd say, you know, there's been a really big impact to the Navy across probably four different areas. One is in decision making. Also better customer experience improves security and then disaster recovery. So we just kind of dive into each of those a little bit. So, you know, moving the system to the cloud has really allowed the Navy make more timely and informed decisions, as well as to conduct advanced analytics that they weren't able to do as efficiently in the past. So as an example, pulling financial reports and using advanced analytics on their own from system used to take them around 20 hours. And now ah, maybe your API is able to all these ports in less than four hours, obviously allowing them to run the reports for frequently and more efficiently. And so this is obviously lead to an overall better customer experience enhance decision making, and they've also been able to deploy their first self service business intelligence capabilities. So to put the hat, you know, the capability, Ah, using these advanced analytics in the hands of the actual users, they've also experienced improve security. You know, we talk a lot about the security benefits of migrating to the cloud, but it's given them of the opportunity to increase their data protection because now there's only one based as a. We have data to protect instead of multiple across a whole host of your traditional computing hardware. And then finally, they've implemented a really true disaster recovery system by implementing a dual strategy by putting data in both our AWS about East and govcloud West. They were the first to the Navy to do those to provide them with true disaster become >>so full govcloud edge piece. So that brings up the question around. And I love all this tactical edge military kind of D o d. Thinking the agility makes total sense. Been following that for a couple of years now, is this business side of it that the business operations Or is there a tactical edge military component here both. Or is that next ahead for the Navy? >>Yeah. You know, I think there will ultimately both You know that the Navy's big challenge right now is audit readiness. So what they're focusing on next is migrating all of these financial systems into one General ledger for audit readiness, which has never been done before. I think you know, audit readiness press. The the D has really been problematic. So the next thing that they're focusing on in their journey is not only consolidating to one financial ledger, but also to bring on new users from working capital fund commands across the Navy into this one platform that is secure and stable, more fragile system that was previously in place. So we expect over time, once all of the systems migrate, that maybe your API is going to double in size, have more users, and the infrastructure is already going to be in place. Um, we are seeing use of all of the tactical edge abilities in other parts of the Navy. Really exciting programs for the Navy is making use of our snowball and snowball edge capabilities. And, uh, maybe your key that that this follows part of their migration. >>I saw snow cones out. There was no theme there. So the news Jassy tweeted. You know, it's interesting to see the progression, and you mentioned the audit readiness. The pattern of cloud is implementing the business model infrastructure as a service platform as a service and sass, and on the business side, you've got to get that foundational infrastructure audit, readiness, monitoring and then the platform, and then ultimately, the application so a really, you know, indicator that this is happening much faster. So congratulations. But I want to bring that back to now. The d o d. Generally, because this is the big surge infrastructure platform sas. Um, other sessions at the Public sector summit here on the D. O. D is the cybersecurity maturity model, which gets into this notion of base lining at foundation and build on top. What is this all about? The CME EMC. What does it mean? >>Yeah, well, I'll tell you, you know, I think the most people know that are U S defense industrial base of what we call the Dev has experienced and continues to experience an increasing number of cyber attacks. So every year, the loss of sensitive information and an election property across the United States, billions each year. And really, it's our national security. And there's many examples for weapons systems and sensitive information has been compromised. The F 35 Joint Strike Fighter C 17 the Empty Nine Reaper. All of these programs have unfortunately, experience some some loss of sensitive information. So to address this, the d o. D. Has put in place, but they all see em and see which is the Cybersecurity Maturity Models certification framework. It's a mouthful, which is really designed to ensure that they did the defense industrial base. And all of the contractors that are part of the Defense Supply Chain network are protecting federal contract information and controlled unclassified information, and that they have the appropriate levels of cyber security in place to protect against advanced, persistent, persistent threats. So in CMC, there are essentially five levels with various processes and practices in each level. And this is a morton not only to us as a company but also to all of our partners and customers. Because with new programs the defense, investor base and supply take, companies will be required to achieve a certain see MNC certification level based on the sensitivity of the programs data. So it's really important initiative for the for the Deal E. And it's really a great way for us to help >>Jennifer. Thanks so much for taking the time to come on the phone. I really appreciate it. I know there's so much going on the D o d Space force Final question real quick for a minute. Take a minute to just share what trends within the d o. D you're watching around this modernization. >>Yeah, well, it has been a really exciting time to be serving our customers in the D. And I would say there's a couple of things that we're really excited about. One is the move to tactical edge that you've talked about using out at the tactical edge. We're really excited about capabilities like the AWS Snowball Edge, which helped Navy Ear Key hybrid. So the cloud more quickly but also, as you mentioned, our AWS cone, which isn't even smaller military grades for edge computing and data transfer device that was just under £5 kids fitness entered mailbox or even a small backpacks. It's a really cool capability for our diode, the warfighters. Another thing. That's what we're really watching. Mostly it's DRDs adoption of artificial intelligence and machine learning. So you know, Dear D has really shown that it's pursuing deeper integration of AI and ML into mission critical and business systems for organizations like the Joint Artificial Intelligence. Enter the J and the Army AI task force to help accelerate the use of cloud based AI really improved war fighting abilities And then finally, what I'd say we're really excited about is the fact that D o. D is starting Teoh Bill. New mission critical systems in the cloud born in the cloud, so to speak. Systems and capabilities like a BMS in the airports. Just the Air Force Advanced data management system is being constructed and created as a born in the cloud systems. So we're really, really excited about those things and think that continued adoption at scale of cloud computing The idea is going to ensure that our military and our nation maintain our technological advantages, really deliver on mission critical systems. >>Jennifer, Thanks so much for sharing that insight. General General manager at Amazon Web services handling the Department of Defense Super important transformation efforts going on across the government modernization. Certainly the d o d. Leading the effort. Thank you for your time. This is the Cube's coverage here. I'm John Furrier, your host for AWS Public sector Summit online. It's a cube. Virtual. We're doing the remote interviews and getting all the content and share that with you. Thank you for watching. Yeah, Yeah, yeah, yeah, yeah

(electronic music) >> Announcer: Live from Las Vegas, it's theCUBE. Covering NetApp Insight 2018. Brought to you by NetApp. >> Welcome back to theCUBE's continuing coverage of NetApp Insight 2018. From the Mandalay Bay in Las Vegas. I'm Lisa Martin with Stu Miniman and we're welcoming back to theCUBE one of our alumni, Jennifer Meyer, Senior Director of Cloud Product Marketing at NetApp. And welcoming to theCUBE Alok Arora, Senior Director of Cloud Data Services and the Product Owner for NetApp Cloud Advisor, which we'll talk about today. So guys, the keynote this morning, one of the things that George Kurian, your CEO, whose going to be on the program I think next with Stu and me, talked about the four pillars of digital transformation, and one of them was hybrid and multi-cloud is now the de facto architecture. Jennifer, from a cloud marketing, product marketing stand point, how is NetApp engaging with your customers, both your install base enterprise customers and engaging with new customer to help them evolve a successful multi-cloud strategy? >> Well what's funny about that is it's not really even up to us, it's up to the customer and where they're at today, meeting them there and then taking them kind of to that destination that's interesting or important for them. And what we know today is that not only are customers in the cloud because they want to be close to innovation, that's one of our big themes, inspiring innovation with the cloud, but they've got their hands in multiple clouds. And studies show that at least 80-81% of customers are doing multi-cloud with two or more public clouds, and I think that's really interesting, you know I think that in some cases it's because their end uses, or their customers, have chosen a cloud that they want to go with and so they're trying to service those needs where they exist, but also maybe they realize that they want to subscribe or consume services in one cloud versus what's available in another cloud, and so it's not our job really to tell them where to go, it's to make sure we've got a consistent seamless amount of services to give these customers to consume, wherever they may be, in whichever public cloud. >> Yeah, well I like what you said, meeting them where they are, cause I think in some ways we're giving customers a little bit of credit that this was actually planned for as to how they got to where they are, you know I'm sure if we took that 81% that say they know they're multi-cloud, if we go with the other 19%, most of them are probably multi-cloud and just don't realize it. >> Jennifer: Absolutely. >> Because just like we had an IT in the old day, I have an application, a business unit, or somebody drives something, and oh my gosh, that's how we ended up with silos, we ended up breaking those things apart. >> Or shadow IT, right? You've got a lot of developers that know exactly what tools they want. >> We had a good discussion with Anthony Lye and Ted Brockway talking about Azure and some unique functionality that NetApp's looking to drive into that partnership with Microsoft. I wonder if we could step back, if you could help us understand kind of the cloud portfolio of NetApp, people that just know NetApp as "Oh it's, that's that filer company that I've probably "got a lot of products from." The multi-cloud has been evolving, for quite a few years now, so I want to help understand the breadth and depth of the offering. >> That's right and I think you know we always think about it almost like a four layer stack, in terms of our strategy and what we're doing to bring more of these innovative data services to our install base to your point, but also our net new buyers, folks that are coming to us through Microsoft Azure, or Google Cloud, or AWS, and so it really does start with our legacy and our foundation of, in this case, cloud storage, and the data services, or the advanced data management that's built upon those storage protocols. So of course it's NFS, NSMB, but when you think about being able to offer that, and compliment what's available in the public clouds today, because that's why they've chosen to partner with NetApp. On top of that we are delivering advanced services in those public clouds that have never been available before, things like automatic snapshots, or rapid cloning, and backup, and tiering, and I think it's really important because what it does is it extends our customers' experience from On-prem into the public cloud, without having to sacrifice a thing. >> Alok, it's a tough thing that customers are trying to figure out. When I look at it and talk to customers, they've got an application portfolio. What are they modernizing? What are they starting from fresh? And then they've got all the other stuff that they have, how is NetApp helping with what they do? >> Yeah, absolutely, I think that's a great point. So you talked about the offerings that we have with multi-cloud and that creates all the options for future state architecture, I can build there, however, in order to understand how do I get there I need to understand where I am today, right? So we start looking at your current state footprint, we look at our customer's current state footprint. Understand how it is architected. How it is designed, how it is serving up the applications. Because it can be really a tedious job to get started, to get to the cloud and building the roadmap. So what Cloud Advisor does is it leverages active IQ data to get that inside for us and be leveraging data science, machine learning, to give them a guidance as to how they can get there. What should be their migration approach. How should they build a transition strategy. Because a lot of times they would call the consultants to help with the transition strategy, at the end they get a PowerPoint, which is not very actionable. We started this grounds up, we understand their detail you know, how the stuff, the bits and bites, are organized so we start giving them an actionable strategy they can execute upon. So that's really Cloud Advisor geared for accelerating that journey to the cloud that our customers should be taking to. >> How are you guys helping customers to start embracing emerging technologies, IoT devices, we had Ducati on this morning, a MotoGP bike is basically an IoT device, but in terms of, Jennifer you talked about this, and Alok you reinforced it, you are basically co-developing in partnership with your customers, it's about where they, helping them understand where they are, what they can do today. How are some of the services helping them to be able to harness the power of AI, say for example, to work with data authority to use that data for actionable business insight, and outcomes? >> Yeah it's interesting you talk about the IoT, I think NetApp saw that 20 years ago. I mean ASAP is our original IoT, that is what we get billions of data points from our customers. Controllers, millions of controllers worldwide, and we build on that mirror data, and we apply the artificial intelligence in there. We actually start looking at classifying their applications so that, if they have a strategy driven by the application, as you were saying, hey there is a director from a BU, from majority point of view, we want to take these applications in the cloud. How do you figure out what application are? Where does the data live? How does it governed? We figure that out by that IoT data, by that artificial intelligence and also making sure that these applications, no work loads are left behind because applications can be complicated they talk to each other. So when you start thinking about taking one part of the application, you also want to make sure the other parts that make that application whole also go to the cloud. And that is where we're leveraging Artificial Intelligence to cluster these applications and recommending the customer that: "Hey don't make, don't leave these workloads behind "because otherwise you're going to have a failed strategy." So we warn them upfront to make sure they're successful when they start making the executions. >> I think another piece to that too is just the fact that for many years we've had workloads just trapped On-prem. They haven't had a place to go into the public cloud without a ton of refactoring or rearchitecting, right. You'd have to rewrite them for objectory. You'd have to do a lot of manual labor and things just to make it happen. In most cases it hasn't been worth it. And so when you looked at the fact that about 80% of On-prem files where in NFS V3 protocol, there wasn't really a place in the public cloud to match that and so by even just delivering Cloud Volumes Service for Google Cloud and AWS or Azure NetApp Files which is the version for Azure, we're able to give customers an, a way to free up that trapped set of workloads, put those into the public hub, so that it then can be available to all of those advanced services that live on those public clouds to do things like Big Data Analytics or to do developing, you know, applications and services of their own and for their own benefit. >> You Know. >> Yeah I think that's a great point because >> He's so excited.| >> Sorry. >> Because when you start looking at building your strategy you want to have confidence in your strategy. >> Jennifer: right. >> So, with your protocols and all that discovery. We also not only give you the option that NetApp offers but show you what are the other options you have within Hyperscalers and how would your workload perform with NetApp technology. So you can move with confidence, right. So that's the good part of about Cloud Advisor to make sure you're moving with confidence not just, you know, with a blind spot with you. >> You know one of the transitions we've been watching is really the ascendancy with the developer in DevOps. And I've talked to the SolidFire team for many years, I see them at some of the shows that we've been covering. In the Keynote this morning George Kurian said that Kubernetes and Istio are the multi-Cloud control plane. Jennifer I'm wondering if you can help explain the StackPointCloud acquisition. >> Jennifer: (agrees) >> Some people that might not have the context of about what NetApp and SolidFire, even before the acquisition were doing. You know, we're being like: "Wait I don't understand, you know." >> Sure. >> Kubernetes is something That you know Google and you know, Red Hat and others are doing. >> Why is NetApp talking about Kubernetes? >> Why is NetApp talking about Kubernetes? >> And we even learned what the abbreviation for is was. >> Stu: K8s. >> It's like we're all hip. Absolutely. >> Absolutely, just because. >> It's all about concatenate long words together. So it, it's really interesting because when I talked about that four layer strategy, right the third layer. So it's you know cloud storage at the bottom. Then it's the advanced capabilities and data management above that. But the one that's next is orchestration and integration. And there's really a few things that live in there. You know, the, our cloud orchestration sort of technology is really what we got from our Qstack acquisition. Our teams in Iceland and what they've been able to do largely to underpin a lot of what we've seen with cloud volume service today. But certainly right in there is NetApp Kubernetes service, which as you now know, is from our StackPoint intellectual property. And so back on September 18th, when we announced this acquisition it was really to kind of give our developers and our DevOps folks a way to finally start solving for some of that data gravity that I think we've been periled by over the last few years. And what we now know is Kubernetes is the operating system of the clouds, right. It is the clear winner of container orchestration among things so it made a lot of sense to pair that kind of multi-cloud orchestration again given our strategy to be where our customers want to be with some of our cloud orchestration technology from our Qstack acquisition and make sure that with Trident and some of the ways that we're able to deliver finally persistent storage to those containers. I mean this is like a match made in heaven. Right, we're going to give people the way to make sure that they know that containers are a femoral and data is not. So let's help them do kind of all the things that they want to do in the clouds if they want to do them. >> I think I read on line that, was the StackPointCloud acquisition based on after actually NetApp used it internally. >> Jennifer: Yes. >> Tell us a little bit more about that. Because I think the NetApp on that up story is probably something that could be leverage, you're a marketer, as a differentiator when customers have so much choice. >> Well and I feel like it's a story that every vendor should be forced to tell. If you're not willing to use your own IP and technology what is that saying to your customers. >> Lisa: Yeah. >> So it is true and a lot of our developer teams, if you've hear of Jonsi Stefansson and Anthony Lye's team, that is how this sort of came about as we were looking for a way to sort of do it ourselves. And we thought man through all this investigation there's something here. There's something that we shouldn't hold to ourselves and we should share with the rest of the world. And so at one point we need to get those guys on with you as well so they can tell a little bit more about their story. >> So proof is always in the pudding. Can you give uan example of one of your favorite customer stories. We'll start with you Alok. Who have really embraced the clouds, first of all helped you develop the optimal cloud services are now really achieving big business benefits with the cloud services NetApp is developing. >> Yeah so, several of the customers as we talked to you and specially for Cloud Advisor, as we were looking at their journey as they were starting to think about how much money they were spending upfront to figure out a strategy, they had a strategy driven by a data center that was, were the lease was coming up, and so they had to plan to evacuate that data center into the cloud from there they need to figure out what applications they're running there obviously the virtualization also was there, so that had to be configured in the cloud. So we started thinking about in that use case that we need to provide these triggers and strategy points to our customers. At the same time the other shift that we saw was that these guys were not just talking amongst the infrastructure teams, they had to talk to the application owners and they had to have conversations with CFO's to talk about the economics of the clouds. So we made sure that when we build this that give them the tools that enable them to talk to various stakeholders. Give them the application footprint that is running there. Give them the economics. What it is going to cost to run these applications and workloads that they have identify too when they're in the cloud. So give them the data point that they can go and talk to their CFO. So with that really it starts shaping a product that will meet their needs and meet the needs of all of our customers. >> Lisa: Jennifer, favorite customer example. >> Oh, it's easy this week because it's all about WuXi NextCODE and I don't know if you picked up on any of their story cause we've plastered it around our conference this week because we're so proud of, not only what they're doing as a mission which is very impressive in terms of genomics sequencing and the scale at which they're doing it but the fact that they've based their foundation now on NetApp Cloud Volume services is huge. And really what they came to us and said is: "Look, we are trying to sequence all of these genomes "in parallel and our benchmark is really to look at about "a hundred thousand individuals at once." When they were trying to do that on their own, using there own self-managed storage in the cloud, they could never complete it. It would either fail or they would have some sort of a problem where they just couldn't get it to work. And with NetApp Cloud Volume Service they were able to complete in about 45 minutes. And so what their finding is again with this extreme performance, with the ability to scale and most importantly the tie it back to our discussion, it's multi-cloud, they themselves are multi-cloud because of their big pharma and hospitals that they serve. They have customers in every one of those public clouds and so we are able to help them where ever they need us to be. And that's very exciting. >> It's also one of those great examples that everybody understands. Genomic sequencing related to healthcare, you know disease predictions and things like that. So it's a story that resonates well. >> Jennifer: Sure. >> But something that you just said sort of reminded me of one of the four principles that George Kurian talked about this morning. And speed is the new scale. And this sounds like a customer who's achieving that in spades. >> Well it's so fun because I think for a long time we've been really fast On-prem and I think people have just sort of come to expect a certain level of it's good enough in the public cloud and what we're showing them in droves again on AWS GCP or with Azure is that you should expect more. Particularly for high-performance computing workloads or things that you really just, if you're moving your SAP workloads to the cloud and speed is, there is no option it has to be fast. We are showing people now possibilities that they didn't ever dream of before because of this extreme performance through things like Cloud Volumes Service. >> It's really too bad you guys aren't excited about this. (laughs) >> I know how much longer do you have? >> (laughs) Jennifer, Alok, thank you so much for stopping by and having a chat with Stu and me. And talking about how customers are really helping NetApp become a data authority that they need to be to help customers become data driven. We appreciate your time. >> It's our pleasure. >> Have a great time at the rest of the show. >> Thank you. >> Thank you both. >> Thank you. >> For Stu Miniman, I'm Lisa Martin. You're watching theCUBE live from NetApp Insight 2018, from Mandalay Bay, Las Vegas. Stick around Stu and I will be back shortly with our next guest. (electronic music)

>> Live from Washington D.C, it's the Cube, covering inforum DC 2018 Brought to you by inforum. >> And welcome back to Washington D.C. I think you kind of guess where we are. [Mumbles] Over my shoulder there inforum 2018, along with Dave Vellante. I'm John Walls, we are live here at the Walter Washington convention center for this years show. We are joined by Martine Cadet, who is vice president of the educational arts program at Inform. Martine, good to see you. >> Thank you. >> And Jennifer Bucanan who is manger and head of the Inforum practice and CFO Solutions. Jennifer, good to see you. >> Thank You >> Let's talk about the program. Martine, ou can give us, first off, the inside scope of this. And then Jennifer you're on the other side of the fence. >> Right >> Because the very people, the individuals that Martine and her program are training, you're hiring. >> Absolutley. >> So I want to hear, first off lets talk about the program in general and then to you, Jennifer for about why. And what do you find really attractive about these people? >> Absolutley >> So the Education Alliance Program is 4 years old this year actually, so we're very excited about that. And what we really set out to do was build a talent pipeline that our company and our ecosystem of partners and customers can tap into. So there's been a lot of conversation about the fact that there's not enough talent to fill the positions that are in the industry. So we wanted to do something different where by we could actually grow that talent organically. So instead of going to the oricals and the SAP And having that revolving desk of okay we can leave this here and go to this competetor and work for them and be experienced. We need to find another way to be able to grow our talent so that as an organization, we can continue to be innovative and grow as we move forward. So EAP really kind of serves within that gap, but we do it a little differently than some of the other programs. We really focus on not just identifying talent, but really training them on the industry skill set. So what people `learn in school is amazing, but it is usually more theory. How do you take that theory and really apply it to what is really needed in the industry today, In a real job today? And that where the Education Alliance Program really kind of serves that niche. >> And generally speaking, the age group would be what? Of the trainees. >> The majority of the people that we train are more college age. So 18 all the way up to, I would say early 30's. So early in career talent is what we think about. >> Okay, are they in school? >> Some of, yeah. >> The majority of them right now are in school, but we also welcome people who are outside of school. We've kind of evolved our program where its not just partnerships with colleges and universities, but we train people who come from training organizations; like Yes We Code, and New York Urban League and things of that nature. And You're Up is another great partnership that we started having relationships with. So we do everything from the traditional integrate within a classroom setting, to more of a bootcamp model where talent gets trained over the course of a couple of months to meet this business needs that we have and are here now. >> Okay, and so Jennifer, then on the hiring side of this the advantage to you is what? >> Well for us, we are always looking for folks that coming out of school, whether it's a masters degree or a bachelors degree, that they have a little bit of a focus going into consulting and implementation services. There's a mix of skills that you look for. Some of it is that commitment to being a forthcoming service orientated person. Somebody with a little bit of perspective. And when we met the EAP students, that ambition just comes right out of those folks. And they have purpose in mind because they started to get a little bit of a taste of the real world of what they want to do. So they've got context and they've got direction and a lot of the folks that we've met with had some good accounting and finance knowledge, which we value. Plus they had the IT component, where traditionally if I just go to try to do some campus recruiting I might get one or the other, but it's hard to get both. >> So training that revolving door, that martine described which, there's still some of that going on, but you get a lot of viable knowledge. You know where the skeletons are buried. They can fast pass some of it. Trading that for excitement, diversity, maybe a different type of creativity. Certainly not as much well that's the way it's done in the enterprise. Right? Maybe discuss that a little bit. >> Yeah absolutley, the folks that, what we need coming in have that creative element and they're not just, ya know, crunching out and doing maybe the theory that you have mentioned. They've had a little bit of experience at a practical site of understanding how to apply technology and solve buisiness problems. Cause that experience that they go through in the EAP program is almost like a simulation and gives them a little taste of that. And when we talk about what we do and we introduce them to our business and try to look for a fit. They have a better understanding of what we are talking about and do. >> So Martine, in the 4 years since we've first met, what has changed? Has the scope, the goals expanded? What did you not forget that actually happened? >> Yeah Maybe you could share some of your experiences. >> Yeah, so in the four years we've gone deeper around world based training. So when we started, it was more around exposing students to different career opportunities, to what is EAP. I've been in the industry forever, but I was always more on the consumer side. So I didn't know what ERP was. [Laughing] Is this even professional? So helping students see the opportunities there, was kind of the initial focus and getting them to have kind of a toe in the water. We've gone much deeper this year, in particular going to role based training. So, what do you need? What skills encompanies you to be an amazing sales professional versus somebody who's going into the development space, or somebody who's going to manage kind of the cloud space, which is where our company is focused. So that's been one of the biggest evolutions in which we have done within EAP over the last couple years and were much more global than we were when we first started. So we are excited about that as well. And then in terms of things that surprised us. I think of of the areas that surprised us, it was a little bit harder to place students frankly, than we had initially had thought it would be. And so one of the ways that we've worked through that is we've worked with our talent science team, and they've been phenomenal at really helping identify fit. And so now we can have much richer conversations with the hiring managers around. Yes, I know that you would like an expereinced hire perhaps, but this is a reason why one of these more inexperienced hires is actually a great fit and will be your next superstar on you team. And on the flip side, we can have conversations with the talent around career opportunities that they might not have even thought about before. Cause now we've got kind of there fit for different roles. >> So were certainly seeing in many buisiness settings, that gut feel is being replaced by, you know, data and fact. When it comes to hiring people though, there's still that, well there's several things. There's gut feel, there's repor, there's biases, so are technologies like machines intelligence, and programs like this cutting through that? >> Yeah that's what we're trying to have happen. I mean it's hard, it's hard. Everyones trying to tackle these issues, but with technologies like talent signs, with having programs which address the feedback of well I don't know where to find a first talent. Well if you go to the same three schools that you always go to, that are by nature not diverse, then you're not going to find the diverse talent you are looking for. So if you can tap into a program where we go out of our way to make sure we're actually fishing in new ponds, and that we're bringing in amazing talent to the forefront that people can tap into. And we are really proud about that. >> Well, what's really key about that, and we were having this conversation earlier. Is that if you really want to bring diversity into your organization, you have to look beyond your inner circle. But it's a pain to do that, its time consuming. So what you've done, is you've fast passed that. Right? And give an opportunity for somebody to dive in. >> Yeah >> Yeah >> Sure, and some of those folks became part of our circle. Cause a year ago we met a wide group of the folks in the EAP program, and we were impressed by the broadness. Like I mentioned earlier, you've got some folks that are still sophomore, junior year that are just getting started. We've got relationships foudning with those folks. We have folks that are just getting ready to graduate, and we have folks that have been in the workplace, came back. So we've got a breath of experience, but folks from all over. And we were one of those folks who would go to the same school over and over. And you know, we would get good talent but, it's that breath, and that new perspective that comes in. And now that's our pipeline. We've got folks at different levels in their educational career that we stay in touch with. And a lot of the students reaching back to us is what helped us make connections for folks to bring on. >> So how do you find me? If I'm an interested student? >> Yeah >> Or how do I find you? >> Yeah >> If I am at a school. That's one question, and secondly once I'm in, is it like ROTC? Like I have a three year commitment after that? [Laughing] [Mumbling] >> You're invested in me. >> That's a great idea. [Laughing] >> A lot of resource time is being put into me, developing me, so what am I going to give you back? >> Yeah absolutely. >> Take on both of those if you would. >> Its more about finding the member institutions and then finding me the right talent within those organizations. Right? And so we do a lot of research and analysis on where we want to go. So we do want to make sure we are building pipelines that fit the busininesses needs first and foremost. So where do we have a majority of our offices? Where do our partners and customers have a majority of their offices? Where are the hiring needs and the types of roles? Then based on that we look for organizations that actually have core programs that align to that. And those are the ones that we want to have relationships with first and foremost. And then we seek out the talent. We actually have marketing communications people who are out there and promoting the courses and the partnerships that we have in the classroom to hopefully get the talent to actually apply to the class itself.. >> Alright so once I'm in. >> Once your in. >> You've got me. >> Yeah. >> I'm a junior, I'm studying, I'm doing my thing. >> Yeah. >> You're training me. Well I'm going to graduate in a year. So am I on the hook, or will you place me? >> We investin their training, and we also try to provide wrap around support services. So we've got people on the team who are beyond passionate and focused on making sure they've got the soft skills, who are also focused on making sure they are introduced to hiring managers within our ecosystem and within our organization who might be interested in talking to them. We set up kind of meet and greets as well, where we have events around that so placements important to us. We can't commit and guarantee a role per say, but we can open up opportunities perhaps the students didn't have before. And give them the training so that when they are compared against their peer, they can come out ahead. >> So having that Charles several times and interviewing him a number of times, this is, it certainly feels more than optics. What are the success metrics that you look at, and can you share some with us? >> Yeah, so we do look at how many people we actually trained and made it through the program. We look at how many people have been placed within Inforum as well as our ecosystem. We are looking to see how many students will actually pursue a path to certification, and go through the deeper training and learning. And then we look and see how many people are actually liking the program. Like what they're getting out of it. We'd love to see, I'd personally love to see in a couple years that people will have gone through EAP are now future customers, your future partners. You know, placement is one piece, but its also how are we influencing the industry as a whole? And for competitors, hiring EAP students, that actually goodness. Like we are trying to really change what is going on in the injustry perspective on how we grow and change talents. Because the way its working today doesn't work for everybody. So we've got to do something different. And the fact that Inforum has stepped up to actually grow it organically, I think is you know, a testimony to Charles. >> Great mindset, I mean you're not trying to just hang on and you're certainly embracing this. But if when an individual leaves, to whether even a competitor, there's some pride in that. Like hey we trained this individual and we're changing the industry. And you know, sometimes those things just have a way of coming back around. >> Yes, yeah, yes >> Absolutely >> So Jennifer, from the clients side if you will, how big could this program be for you? Like how helpful has it been, and how much more do you need it in order to meet these employee gaps? Cause as we've heard, the numbers aren't adding up right now. >> Right, right. So for us we've been having some conversations about how do we grow together on this? They've offered to say hey, CFO Solutions, would you like to be involved in some of the teaching opportunities? So we've been having dialouge about how that might be. And we've been talking about particular skill sets. You know, they start out with kind of a broad skill set and we work with a very specialized component of that. So we've been talking about the product mix that they involve in their program and bringing something more direct to what we're working with. So that's a big. >> Personalized learning. >> Yes. So its helping us kind of refine our pipeline because we know what's going to be coming out of it and we know that is is getting that slice of this US and the world if necessary right? It gives us a little assurity that we can get folks at different levels of their career. We can start talking to them now and we can start working with these guys on honing the skillset that they'll be coming in with. The soft skills piece that you had mentioned earlier was on of the real standout skills that we saw come out of this. All these folks, I can't overemphasize the driviness, the commitment they had, the communicating with me over a year period. And they're boldness, cause that's one of the main things that we need out of the folks that we bring and put in front of our clients. >> So this is all awesome, touchy feely stuff too, but at the end of the day, I've read that it has a buisiness impact. >> Absolutely, absolutley. >> So what's your experience been in terms of the bottom line? >> Well, so buiness impact wise, when we take a risk and bring somebody fresh out of school, and we bring him to a porject where you require very specialized skills, we need people that we can take a risk on, who will hit the ground running. So if I go and grab somebody from anywhere, I don't know what I'm going to get. I don't know if they're going to like their career. I don't know if they're going to understand what we are doing. And there's a lot of ramp up time, time before I can bill for that source, just to be practical. And when we bring in Eap students, I know they've had a taste of it, and they're ambitious and driven for it. And I can get them billable more quickly. And then I can be proud to have them out in front, because they can tell a story. A lot of this is a relationship business. I can have them come to a project kickoff and they can talk about what they've come from. And that they've had an involvement with Inforum, not just hey I'm fresh out of school. I don't know what I'm doing here. It's hey, I've been working with a product for a couple years. Even now and they hit the ground running just so much more quickly. >> So faster time to value. >> Yes, faster time to value. We've seen internally for the folks we've hired, that we've got one hundred percent voluntary retention rate. >> That's amazing. >> For early retention rate. For early career talent, four years into the program, where that's about 20% better than the rest of the talent that we have, right? So we're looking at retention, cause we know if you lose somebody, that's nine months of salary probably to replace them and to retrain somebody else. >> That's right, yes >> Absolutely >> Much easier to hang onto somebody than go find somebody new. >> Okay so you're getting the billing faster, higher quality, I heard. Which means better customer retention and less employee turnover. >> Less employee turnover. >> Which means lower cost. >> Absolutely. >> And on the recruiting side of things too, the development of trying to find talent, there's a lot of time invested and we're a firm that has a very lean operations team. A lot of us wear many hats. So one of my hats is my recruiting and development, and this just streamlines things for me and makes it so much easier. I don't have to spread myself thin trying to find folks. I know I've got kind of a pipeline and I've been sharing it with my other leadership in the other practices to kind of share that along the firm >> And to put it in context, I mean so for the trainings that are around rules and careers, were looking at getting the students to have 200 plus hours of training over bootcamp experience. Now, put that against somebody else who has zero right? You're getting to faster productivity, you're shaving off anywhere from 3 to 4 to 6 months of on boarding time by hiring somebody through this program. >> Yeah. >> And minimizing on boarding frustration which would help. >> Yeah, yeah. >> Sympathize with. >> Makes perfect sense. Great sounding program, we appreciate the insight today. Thanks for being with us. >> Martini- Yeah, thank you. >> And you're wearing many hats, you'll need a rain hat out there today. >> I will, I will. [Laughing] >> Congratulations. >> One more, yeah. Great program, thank you ladies. We're back with more on Live. The Cube is in Washington D.C at Inforum 2018.

>> From Union Square in downtown San Francisco, it's theCUBE covering PagerDuty Summit '18. Now, here's Jeff Frick. >> Hey, welcome back, everybody, Jeff Frick here with theCUBE. We're at PagerDuty Summit at the Westin St. Francis in Union Square, San Francisco. About a thousand people getting together talking about the evolution of PagerDuty. We're really excited to have Jennifer Tejada here, the CEO just coming off a terrific keynote. And I got to say congratulations on your recent round of funding that made all the news a week ago. It's great to see you. >> Thank you very much. It's great to see you again as always, Jeff. We love having theCUBE with us at Summit. >> Thank you, and I have to say we do hundreds of events over six years I've been doing this. I've never seen a summit picture in the keynote until the Summit. So, you got it worked in twice. I love the message really about taking the team to the top of the mountain, that moment of truth, and then you got to just go for it. You got to be prepared, you got to have the team, and at some point in time, you just got to go. >> Point 'em down. >> Yeah, so let's jump into it. So, big topic, here before it's been kind of DevOps, but you guys are moving beyond that. You're kind of taking this classic play, start as an application, move into a platform space. And you guys now with all these integration announcements, the announcements of BI, the growth obviously, the support from the funding that you just got shows that you guys are well on your way to take what was a pretty special purpose application and take it into a platform play that crosses a whole bunch of other applications. >> Yeah, I'd take it even one step further, we almost started out more like a consumer app. It was really an application built for engineers to make better use of their time on call. And frankly, not being woken up when they didn't need to be, right? >> Right. >> And so, everything about our first product was designed around what does a developer need, what does an Ops person need, what does that look like, et cetera? As opposed to being designed for the CIO, or the CTO, or the company. >> Right, right. >> Right. And I think that that user centricity, that user ethos has served us really well, because we start there. That's our starting point. Who's the community that is using our products and services? How is their role changing? How is their world changing? And what do they need from us? And that was really the foundation of the trust that we built to start to become truly an ecosystem. Because all those users started pushing their data to us. Their monitoring data from their APM environments, or the data from their ticketing platforms, or the data from their cloud services. And with that information comes the power to be able to really create context. >> Right, right. >> And now, with the aggregation of nearly 10 years of data coming from our responders, and how they behave when they're under pressure of the workflows, which ones work better, which ones don't work so well. And the events, the signals that all of technology and the internet of things throws off in realtime all the time. You bring that data together and apply machine learning and artificial intelligence to it, and we really are putting ourselves in a position not only to be the platform that serves a realtime business, and orchestrates teams as sort of the platform for action, but importantly, becomes the trusted engagement for automation or engagement of autonomy. >> Right. >> For a fast-moving business in the future. >> Right, 'cause you talked about realtime and I just want to throw a couple of numbers out that you had from the keynote. 3.6 billion events, so it becomes apparent really fast-- >> So far this year. >> Right, even the people who are at the center of that, that's kind of hard to manage. So, you have to start using intelligence. You have to start to use business intelligence and artificial intelligence to help filter and help that person do their job much better. So, you guys are making a lot of plays there. And we see it all the time. It's not the BI vendors per se, it's the use of this technology in the background to make apps work better. >> And it's the fact that not only do we correlate the signals and turn them into intelligent insights, but we can then route those signals intelligently to the right people, and orchestrate the actual physical work. So, a lot of the technology community has been focused on just that, technology. And our focus is really on people and teams. How do you empower teams closest to the action, closest to where the proverbial stuff hits the fan. >> Right, right. >> I had to really exercise restraint there. To be in a position to make the best possible decision in those tiny micro-moments that matter. And the consumer, like used to wait maybe six minutes for a website to download. Now, if an app doesn't work perfectly in six seconds, maybe three seconds, you're gone. I walk out of the building in our office in San Francisco, and see our employees and they're toggling back and forth between ride sharing apps and food delivery apps, and Tinder, and whatever else is going on. And it's literally like in a couple of minutes, they're working through eight, nine applications at once. And if any one of those does not work the way it's supposed to, they're done. >> Right, right. >> They just move on. And it's one or two times before they'll delete that. >> Right. >> So, the technology community is now responsible for delivering the perfect brand experience digitally every time. And they've got to be empowered to do that with the right tools and services. >> And the expectation is set by the best. That's the funny thing, right? What was the best or cutting edge quickly becomes the expected norm. >> What is the most delightful thing that ever happened to me, well, that's what I want from you. >> Right. >> That is basically the way it works. >> Right, right. And you talked about trust, and trust is such an important part because one of the key pieces that you guys are enabling, you talked about it in your keynote, is letting the person at the front line in that moment of decision have the tools, and the data, and the authority to make the right call. And it's not a escalation up the food chain, waits, and some emails. It's really empowering that individual to get the right thing done. >> And that's a core tenet of DevOps culture. It's actually born and agile, in fact. But what's really interesting about it is it's the way companies need to be run now. If PagerDuty waited for me to make every big decision, we would be back where we were three years ago. >> Right. >> Right. And as a result of being able to empower our teams with great information, very clear understanding of our goals, and the timeframes we expect to achieve those goals, and then context as we progress through our journey to understand how we're doing against those goals, it gives them the power and the intelligence to make better decisions every moment when I obviously can't be there, or their leadership can't be there. And in fact, it means that the most important decisions are getting made where the person's closest to our end customer, the user. >> Right. >> And that makes a ton of sense to me. Even if it's not the way I was taught leadership, or taught to manage. >> Right, well, you clearly get out front and run those people down that big, giant mountain. >> Well, I just, you know-- >> Every time we meet-- >> I got to figure it out, man. >> I learned about Australia last time I saw you speak at the Girls in Tech thing. So, this is great. Another thing that you acknowledge in your keynote I want to get into is that tech people are imperfect. They are imperfect and that's kind of part of what the DevOps ethos is is that that's okay, we're just going to make it better today than it was yesterday. And I think Ray Kurzweil's keynote about exponential growth and just the power of compounding, which so many people miss out on. So, that's really where you're trying to help people solve problems. It isn't to big eureka moment, it's how do we learn, how do we get better, how do we make improvements? >> Well, and a lot of people in the valley talk about failing fast. In order for failing fast to have a benefit for a company, you not only have to be allowed to fail, it has to be okay when you fail, and there has to be an open transparent conversation about what you learned, what went wrong? And that has to be a blameless, high-empathy discussion or it doesn't work. If someone thinks they're going to get fired by marching you through all the details of their failure, they're never going to tell you the truth. So, when we think about incidents as they come up, or something breaking, not working the way it's supposed to, or a business initiative not turning out the way we thought it would, there has to be a blameless conversation so that everybody in that community learns, so we're better the next time around. And that's where the compounding benefits come. >> Right, right, to the whole team, in fact. I thought the quote, I've never seen that quote that you brought up today. Teamwork remains the ultimate competitive advantage because it's both so powerful and so rare. That is a really scary statement, but we see it all the time. In fact, that was in another keynote and there was a behaviorist talking about, how do we get everybody pulling in the same direction? And John also talked about that in terms of incident post-mortems and how do you make sure that you're learning and not just filing reports. >> Totally. >> So, you guys are right in the middle of that. >> I thought John captured it really well when he said, "It's not about the technology. "We spend all of our time monitoring "and talking about the technology. "It's about us. "And it's us that actually makes this technology great "and applies it so effectively to problems, "and challenges, and opportunities "in our world and in our lives." what's also interesting is Patrick Lencioni's paradigm around the first team. So, most employees come into a business and they think the most important world for me in this company is my team, the people in the team who I report to, a leader, and it's just us. Or for leaders, they say it's just the team that reports into me. Your first team is your peer group. Your first team is that, and by first team I mean the most important, highest priority, aligned organism that is going to drive massive change in a business, it's your peer group. It's the people who work across functions to help reduce friction in a business. >> And drive fast outcomes and great results, right? But most people naturally kind of hunker down into their core team and that's the beginning of the silo mentality. >> Right. >> Right. And so, one of the things I love about Patrick's book, and you're going to hear about that tomorrow onstage, is this idea of what it takes to be an ideal team player, to be humble, to be hungry like good is never good enough, and to be smart, to like constantly be learning, to really care deeply about how you continue to push the envelope to get better. >> Right. So, I want to switch gears a little bit from the people in the individual teams to the ecosystem. You had the ton of partners here at the show, and you talked about in the keynote, 300 integrations. >> Yeah. >> And I think some people might be confused, right? Because it's always this wrestle for whose screen am I working on when I'm doing my daily job? But as you said, we're in a lot of different screens, right? And I'm going back from Salesforce. I'm in my G Suite. Maybe I'm jumpin' into Hootsuite for some social stuff. You guys have basically embraced the ecosystem for all these different types of systems, and really kind of plugged into that. I wonder if you can explain a little bit more. 'Cause I'm sure most people might be confused by that. >> You know, I sort of think of us in the same way I would think of like the brain of an Olympic athlete. That athlete, their arms, their legs, their muscles, their pulmonary capability, like the respiratory system is all super important to their performance. But the brain has to accept the signals from all the different parts of the body, and then work through them, correlate them, and then drive action, right? And I sort of think of PagerDuty as sitting at the center of this rapidly changing technology ecosystem, this live organism, and really understanding the signals no matter what, is it raining, is there a pothole in the ground, et cetera? And be able then to drive change in the process on the fly to help the body perform more effectively. The challenge is like if you try and fight with the arms, and the legs, and every other part of the body, they don't work nicely with you. >> Right. >> So, being central to the ecosystem is about being neutral, and agnostic, and really demonstrating you will not only say you will partner, but investing in those partnerships. So, we built first class integrations to companies that may see us as competition, if that's what our customers need. >> Right, 'cause like you said, it's got to be customer-- >> Totally. >> Customer centric first. >> And it's an open ecosystem, and this is what developers, and employees, and tech workers expect. >> Right, and to your point, the amount of data that's flowin' through that nervous system is only getting more. And the amount of noise to get through to the signal-- >> Figure out-- >> To take the right action. >> What really is important. >> Is not getting any easier, right? >> Yeah. >> All right, Jennifer, well thanks again for havin' us. Congratulations on the funding and the great show, and it's always great to catch up. >> Thank you, I have the best job in the world. I feel very lucky. >> All right. >> It's great to see you, Jeff. >> Thank you, all right, she's Jennifer Tejada, I'm Jeff Frick, you're watchin' theCUBE. We're at PagerDuty Summit where they actually show summits on the keynotes screen. Thanks for watchin', we'll see you next time. (bouncy electronic music)

>> Live from San Francisco, it's theCUBE. Covering Google Cloud Next 2018. Brought to you by Google Cloud and its ecosystem partners. >> Hello everyone and welcome back it's theCUBE coverage live in San Francisco at Moscone South for Google Cloud Next 18, I'm John Furrier with Dave Vellante, next guest is Jennifer Lin, Director of Product Management, Google Cloud featured in Forbes as one of the power women at Google Cloud. Congratulations on your Forbes distinction. >> Thanks so much John. >> Great to see you. So we had a chat before the event, couple weeks ago leading up to it around Istio, Kubernetes. You're in charge of a lot of the cool, I would say the modern middleware. >> Yes. >> That's going on. I want to say middleware kind of in quotes, it's not really middleware, it's cloud, it's horizontally scalable. Take a minute to explain some of the areas you're working on and then the importance of Istio's announcement today that 1.0 generally available, huge news, it's kind of nuanced it's not as big as the cloud sources platform and some of the Cisco relationships, but huge progress. >> Yes. >> In this services, microservices, this is the key part. Take a minute to explain. >> Yeah, we're really excited to get to this week and I think the announcement of the cloud services platform of which, obviously, the evolution of Kubernetes and Istio are a key part. Now we've kind of changed the way people manage container environments, and now people are really writing really innovative services and microservices and the ability to manage that easily is really what Istio's all about. And do that in a secure way. >> So we had the CEO Sundar Pichai on the stage, of Google proper, as Diane Greene was also on stage. Sundar made the comment, this is the only event I could make a containers and Kubernetes joke. >> Yes, with the big containers. >> Translate, he's smart, he knows tech. Very strong tech culture here. Jennifer, explain to the people why Google Cloud is differentiating around APIs and services and open source. Why is that so important? >> At heart I think we really are a software innovation company, and Google is a company of developers that want to do creative things with software. As Diane said this morning, I think the, sort of, ability to do that in a way that hides the complexity, but also excites emerging developers with all the things that they can do, I think that's what we're seeing in cloud. Originally we started very much with the cloud natives who were doing very new types of consumer applications. As Sundar said, when we moved into doing business applications and more and more people were developing enterprise applications with a cloud native model, we started to see a big uptake and adoption of our cloud platform. And I think with a lot of the things we're doing in security and the ability to enable administrators to kind of, manage that in a more automated way, that's a lot of what I think we're differentiating around. >> So one of the headlines that I can see happening on these on SiliconANGLE or TechCrunch or some of the blogs and publications out there is Google Doubles Down on Kubernetes. >> Yes. >> And the announcement of Istio's general availability of 1.0 certainly is good news, what does that mean? What should people know about the importance of Kubernetes doubling down as a momentum point for Google and the importance of Istio? What is the real benefit to the customer? >> We've had a managed Kubernetes environment on GCP for four years now, but before that, Urs talked about a decade worth of understanding how to scale Kubernetes in an operational environment. So we've learned a lot of domain knowledge there that we're kind of baking into the software platform itself. Istio really models the way we do microservice management, as we launch billions of containers a week. So how do we essentially secure the service environment? How do we give really good visibility? We showed the service graph where we can see the latency between two services, and really hide a lot of the back end complexity that really, from an operational perspective, is causing a lot of toil for application developers as well as operators. >> I notice toil is a word that's being kicked around the Google community a lot, toil being headaches, pains, but I wanted you to take a minute to explain for the folks that are learning about Kubernetes for the first time. Kubernetes was donated, or donated by an open source but by Google, but prior to Kubernetes, you guys have been running Borg, which is the internal system. >> That's right. >> That's been the foundation of the scale of the service management for all of Google. >> That's right. >> Explain that important history there, and how you're making Kubernetes easy to consume because most companies aren't Google. >> Yes. >> Explain the little history and then how it translates to consumption. >> I think Borg was really built and designed to keep developer agility up and make sure that developers could be very productive, but we could run essentially at global scale the container orchestration environment. When Kubernetes was donated to the open source community, there were some things that needed to be defined, such that the abstractions could be very clean outside of a Google environment. But that framework, obviously, held up very well and hence the growth with Kubernetes. Istio, I think similarly, models a lot of the way that we've done service management with the service mesh within Google. Obviously the names are slightly different, but there's a lot of operational domain knowledge on best practices and how to essentially enable automation at a much more granular level of applications. Where it's not a bunch of proprietary applications, but you have a lot of loosely coupled systems coming together. >> So, Jennifer, the maturity curve of the developer community, obviously is in some bell shape. >> Yes. >> How does Google approach engaging with those developers? Are you trying to get leading edge guys that want to develop software the way Google develops software? Obviously you're trying to reach a bigger market, so how do you balance those two? >> I think that's where open source is the most exciting, 'cause whether it's kids in school or very experienced developers, number one the transparency, things move so fast, a lot of that is about developer reach. But also about the participation of developers to give back to the community and help evolve the system. For something like Kubernetes, obviously, and Istio, Google sort of bootstrapped that and donated it to the community, but since then, we've seen just incredible participation at things like Kubecon, and developer hackathons, et cetera. So that's both a model for growing the community, but also just to educate and share, essentially, a lot of the best practices in a different type of way than most software companies, I think. >> Well, and you've worked at a lot of very successful enterprise companies, some very profitable enterprise companies. I get the sense that profit is an outcome of doing good work at Google. >> Yeah. >> You don't wake up in the morning and say okay, how am I going to make money? >> Yeah. >> You say, how am I going to do work and you don't seem to be stressing. I guess it helps that you have $100 billion in the balance sheet. But is that the right way to think about how you guys think about the marketplace? >> Yeah, I think the goal is very clear for us and I know Sundar talked about it a lot, the alignment between our original mission at Google and the opportunity we see in Cloud. Data is exploding, new applications are being written in a way that really brings together worlds that didn't come together before. Healthcare applications where you need to share a lot of data, people need to do research, and you need to make it very easy to share, but at the same time it needs to be highly secure. We're under the same pressures as any other enterprise in terms of regulatory environments, et cetera, so making all of that easy, I think is the reason why open source and open ecosystems make a lot of sense to us. It's just the only way to move fast, and actually make sure that we're bringing the whole community with us. >> But not everybody takes that philosophy, obviously. It's one that you're attuned to. But when you think about Google's posture in this community, I mean you started kind of late to the enterprise game, don't seem to be too stressed about it, you're developing the ecosystem. We've seen in this world, some of the companies you work with, it's winner take all. >> Yeah. >> Is Cloud just so big that there's plenty of room for everybody? Or is it winner take all in different segments? How do you think about that? >> Our leadership, to Diane, basically really sees this as we're playing the long game. And it is about driving adoption more so than essentially quarter to quarter revenue. When we're reinventing how software is designed and delivered, and published, et cetera, and shared? I think it is not going to be the monetization per quarter, which, many of the companies, I think, have to be under the pressure for. Within Google, I think we really do see this as the future of software, and that's going to take some time, but yeah. Urs talked a lot about spend has gone up in many enterprise environments despite the fact that they are changing their environment. Automation is a way to bring down a lot of the cost, so we believe there's a lot of value to be captured there, but we're not in a race to essentially monetize every piece of every product we put out there. >> So how do you measure your success? Is it just a feeling that, yeah we're doing good work? Or adoption, or? >> Adoption and the happiness of our customers and the lead partners that we work with. Our leadership is very focused on that. We want to prove it out with some trusted partners and customers, and I think some of those were on stage today. Make sure that it's replicable, and make sure that we leave our options open. 'Cause you never know what's going to happen in the next year. >> I got to ask you about the on-prem solution that was demoed today >> Yup. >> Actually they put a little easter egg in the demo and then came back and said, oh by the way, that node was on-premise. >> Yep. >> And Cloud. One of the things we talked about, and you've been harping on this, about Kubernetes orchestrating an abstraction at higher levels of services. >> Yes. >> Both in the cloud and on-premise. >> Yes. >> It's happening now, that was really elegant. Is that a demo? Is that actually shipping code? How far along are you? >> Yeah. >> Where's the head room in this? Explain this important phenomenon, because this is multi-cloud, and I've been really negative on multi-cloud, until we see things like this. This is easy to understand. >> Yeah. >> Your thoughts? >> Now that you really have workload portability and a common abstraction layer, and a single point of administrative control, there's a lot you can do there. And that was really hard to do, I think, with the proprietary systems. That wasn't just a demo, a lot of customers are starting to see that they have to think about hybrid and multi-cloud in a different way. And using some of these innovative technologies with containerization, you don't have to worry about the kernel version and the OS and a lot of the toil that was in the system before. So yeah, I think we're coming at hybrid cloud and multi-cloud in a way that no other cloud provider is, and that was, I think, the start of what a lot of customers have waited for. >> Yeah, and certainly this is the benefit of a Kubernetes and Istio now has got some capabilities into it, policy and that's still going to evolve. The question I want to put to you, and I'll play the devil's advocate role. Shouldn't the multi-cloud be an independent group? Or if I'm going to say, "Okay Google, I'm nervous, you're going to do all this stuff." There's a trust there, how do you guys answer the naysayers who might say it should be an independent organization handling multi-cloud. What's the answer to that? >> I think that's why a lot of the partners that we worked on initially with something like Istio, IBM and Lyft, they also didn't want to be locked into any one cloud provider. And we've done some things in the marketplace where we believe that the future is hybrid and multi-cloud. I think from a technology perspective, just making sure that essentially we can define those interfaces in a way that's not tied to a vendor implementation, be transparent. We have in Istio things like partner mixer adapters, that ecosystem is growing very quickly, so that pluggable adapter model allows the whole ecosystem to participate. >> And the role of open source in all this, obviously STO, we were at the Linux Foundation's CNCF covering this pretty heavily in Denmark just recently, we've spoken about it. How does all the action happening here at Google Next impact open source? What's going upstream, what are some of the updates, can you share what's going on in open source with Google? >> Istio 1.0 is essentially an announcement about the open source effort. I think we also saw that many of our enterprise customers want a managed environment. So just like Kubernetes, we have the open source Kubernetes which is rockin' and rollin' along, we have our managed Kubernetes commercial offer. Now that there's a level of maturity in the managed Kubernetes environment, and people are excited that Istio 1.0 is getting more mature, they want that to be a part of the evolution of their managed Kubernetes environment. Which is why we're starting to see just the whole stack evolve. First we abstracted the infrastructure, now we can manage services, and then we can bring in a whole new type of ecosystem. So, it's very exciting. >> So here's a philosophical question for you, Dave and I always like to talk about old new way. So old IT is like horse and carriage, and buggy, and cloud is like the first car, now you got sports car. How do you explain all the under the hood examples of the engine? >> Yeah. >> The car just drives. You don't have to feed the horses the hay, what's the new benefits that the old world won't see with clarity? Can you tease out, from your perspective, what are some of those things that go away and say, wow, we used to do that? What are some of the things? >> I think, even within how we build our products, we're very focused on user experience. And sometimes the user is a developer, sometimes the user is an administrator, and sometimes the user is the end user, in our case, maybe the customer's customer. So we do a lot of UX research, but like you said, there's a lot of complexity in a car, but when I drive a car, I just want to drive the car. So the user experience for the driver is very different from the mechanic who's fixing the engine. There's no doubt that there is a lot of complexity in these large-scale, global distributed systems, but many of our enterprise customers don't want to know every little bit of how it's built. What they want to know is some declarative end-state of what they want to get to. The functions that they want or application that they're trying to drive. That is the maturity level that we're at, where Istio hides a lot of that complexity, provides a common service abstraction, but still gives essentially the administrators the things that they need out of the system. >> Well and it speaks to as well, and you guys talked about this in your interview, how software's being developed and how that's changing. When I deal with Spotify, if I have a problem, I don't call up. >> No. >> Their billing department, or their customer service department, I just do it. >> Yes. >> And that's the way software is going to be developed in the future. >> Yes. >> Versus the way most enterprise. >> And you talk about a great customer of GCP, Spotify, I use them everyday as well, but yeah, that is a lot about user experience. But what they've done with machine learning, to basically serve up the song that I want to hear that day, based on the playlists I had before, it really is changing how software is done. >> So if you look at some of these old metaphors like horses versus cars, you mentioned that. Jobs get automated away with that old model, but yet there's new jobs are created. >> Yes. >> So I want you to talk about what's going away and what's evolving. 'Cause the value is shifting up the stack with higher level sets of services and new abstractions. >> Yup. >> Which you don't need to know all the details, just magic happens for the customer. There's new value being created. >> Yup. >> You could almost look at the market and say, IT operations, decimated. Manual configuration, decimated. >> Yes, well. I mean that's the history. >> That's my words. >> Of technology. The history of technology is moving forward and automating things. For Google, obviously, we don't think of the software layer as just the infrastructure layer. A lot of what we're trying to get to is essentially with things like machine learning and analytics, and that's real business value that people really had too much toil to essentially stitch the systems together. >> Yes. >> Now as the platform evolves, I think it just becomes one stack. And we can put those tools into-- >> Is there an API administrator? 'Cause you start to see people starting wiring services together. >> Yep. >> Between building blocks. >> Yes. >> So almost the cloud model. Right? >> Yep. >> So is that a API administrator? Is it code? >> You know-- >> There's still a human component. We agree. >> Yes, yes. >> But what is that new role? >> I think we've always had the notion of API management, with cloud endpoints and our apogee acquisition. APIs are evolving with microservices, and a lot of the partners that essentially have been in that space are all re-basing on something like Istio where they can do service management at a higher level. The API is part of it. Within Google, we use things like protobufs, where you have structured data and message protocols that essentially are not just an API. We think about API and service management hand in hand. Both of those things I think are changing. >> So my final question for you, I want to get your advice to any of the practitioners out there or customers that really want to take cloud native because with the containers, Kubernetes and Istio, you can actually manage lifecycle of old stuff and still bring in the new. >> Yup. >> You guys do API service management, you got cloud endpoints, billing, commerce, marketplace, Kubernetes serverless, and Istio is kind of a focus group. What's your advice and what's coming next that people should be aware of? For the folks who want to go cloud native, want to put the more gas, less brake, put the pedal to the metal with cloud native and not foreclose or have to do a rip and replace. Manage their existing lifecycle applications and to bring in the new with cloud native. What's your advice? >> I think build for the future, make sure you don't get stuck in a silo. We often see that different pace of customers and the way they're moving to cloud native. Our tagline for this conference was also, we're bringing the cloud to our enterprise customers, they can move at their own pace. We recognize that sometimes the migration challenges are pretty tough with their legacy systems. But they have a much clearer view now, in terms of where software is going, so depending on the steps they want to take, we want to enable that either natively, with what we're doing with CSP, or enabling partners to take phased approach to that end state. >> Awesome, and ultimately the developers for the applications >> Absolutely. >> Will win on this. Jennifer Lin, Director of Product Management at Google Cloud here inside theCUBE, breaking down all the action around APIs, service management, and why it's important as the modern middleware within the cloud, enabling developers. I'm John Furrier with Dave Vellante. Back with more live coverage here in San Francisco after this short break. Stay with us. (electronic music)

>> Announcer: From San Francisco it's theCUBE. Covering Red Hat Summit 2018. Brought to you by Red Hat. >> Welcome back, everyone. We are here live in San Francisco, the Moscone West for the Red Hat Summit and we're covering three days of wall-to-wall coverage. I'm John Furrier with my co-host John Troyer. Our next guest is Jennifer Cloer, creator and executive producer of The Chasing Grace Project, formerly CUBE alumni, was on at the CloudNOW awards at Google. Great to see you. >> Great to see you, thanks for having me. >> So obvioulsy Open Source has been amazing growth, okay, and it has kind of democratized software. >> Right. >> You've got a project in my opinion that I think is democratizing, getting the word out on the tech issues around women in tech and more importantly, it's inspirational, but it's also informational. Take a minute and explain what is the project Chasing Grace? Obviously Grace, Grace Hopper. >> Right. Right, The Chasing Grace Project is a documentary series of six episodes about women in tech. The name does lend itself to Grace. We named it after Grace Hopper because she really exemplifies the grit and the excellence that we're all chasing all the time. It's also this idea that we're chasing the idea of grace in the face of adversity. It's not always easy but the women who we've interviewed and talked to exhibit amazing grace and are super inspiring. So the series doesn't shy away from adversity but it certainly focuses on stories of resilience. >> And when did you start the project and is there episodes? Is it on Netflix? >> Yes. >> Is it on DVD? >> (laughs) Let's hope. We hope so. We started the project, excuse me, about a year and a half ago. I put a call for stories out in a number of women in tech forums I belong to, was inundated with responses. Women are ready to share their stories. Spent every Friday for about four or five months on back-to-back calls with women, produced the trailer last May, a year ago, released it in September, and since then it's been a whirlwind. Lots of interest. Lots of men and women wanting to share their stories, as well as people wanting to underwrite the work, which is fabulous because it relies on sponsors. So yeah, we're about a year and a half in. We just finished episode one and screened it. We've got four or five more to go so we're early. We're early, but it's happening. >> And share some stories because I saw the trailer, it's phenomenal. There's women in tech and the culture of the bro culture, people talk about that all the time. It's male-dominated and you're seeing here with Red Hat Summit, there's women here but it's still dominated by men. >> Right. >> The culture has to evolve and I think a lot of men are smart and see it. Some aren't and some are learning. I would call learning a bigger (laughs) percentage. >> Sure. >> What are you finding that women who are really driving the change has been the big trend line? And how's the men reacting? Because the men have to be involved, too because they also have to take responsibility for the change. >> Absolutely, absolutely. I would say that by women sharing their stories we are starting to change culture. I'm actually keynoting today at the Women's Leadership lunch at Red Hat Summit. I'm going to talk about that, the impact of story on cultural change because there's a lot of reasons cited for the decline of women in tech, because we've gone backwards. There's actually fewer than ever before. But many things are cited. So the pipeline issue, poor education, but the biggest thing cited is the culture and the culture has changed over the course of the last decade in particular. So the women we've talked to, their stories of resilience are starting to change that culture. When people talk and share experiences and stories, there's empathy that comes from both men and women who hear those stories and I think that that starts to change culture. It's starting to happen. I think we are pivoting, it's happening. But there's still a lot of work to do. >> John Troyer: Jennifer, at the keynote, or at the luncheon here, the Women's Leadership luncheon, anything else that you'll be bringing up? That sounds like part of your message here that you're going to be bringing today and you want to share right before you go up? >> Yeah, sure. So like I said, I'll talk about the impact of story on culture. I'll talk about the stories of resilience. I'm going to share a few stories from women who we've actually interviewed and featured in episode one. Because you can't see episode one online because we're in discussions with distributors, I'm going to share those stories with this audience. And I think folks can, like I said, learn from those and gain empathy and walk away hopefully with action. >> That seems great. The storytelling of course is key, right? We're in an interesting place in our culture today and I think social media, the 10 or 20 years of social media that we've had is part of that. I know my feed is filled with incredible women leaders in tech and frankly it's much better for it. But you know, you do sense a sense of almost weariness in some folks because this is one, they get shit on, can I say that? >> Hey, it's digital TV, there's no censorship. >> But also you'd like to eventually, if you're a woman in tech, you'd like to be able to talk about tech, not just being a woman in tech. >> Right, right. >> I guess, is that just at the part, is that just where we are in society right now? >> I think so and you know, it's a marathon, not a sprint, right? It's going to take a long time. It took a long time to get us to this place, it's going to take a long time to move us forward. But yeah, women do want to build tech and not have to advocate for themselves. Hopefully projects like The Chasing Grace Project and other work that's happening out there, there's a lot of initiatives that have sprung up in the last few years, are helping to do that so that the women who are building can build. >> What's your big takeaway from the work you've done so far? It could be something that didn't surprise you that you knew was pretty obvious and what surprised you? What's some of the things that's come out of it that's personal learnings for you? >> I think the power that comes from giving women a platform to be seen and heard for their experiences. Almost every woman I've talked to says I feel so alone. They're in an office with mostly men. There might be another woman but they feel so alone and when they share their stories and they see other women sharing their stories, they know they're not alone. There may be few of them but the stories are very similar. I think that men learn a lot when they see women sharing their stories, too because they don't know. The experiences that we all have are very different. We're walking through the same industry but our day-to-day experiences are quite different. Learning what that's like, both for women, for men, there are men that are going to be featured in this series, and women of other women. Just the power in that. Most women tell me I don't really have a story. Well, you both know that when you dig a little bit, >> They all have stories. >> everybody has a story. Everybody has a story, multiple stories. So, yeah. >> So let me as you a question. This has come up in some of my interviews on women in tech and that is is that it kind of comes up subtlety, it's not really put out there, like you said, aggressively. But they say there's also a women women pressure. So how have you found that come up? Because it's not just women and men. I've heard women say there's pressure, there's other pressures from other women. Do more or do less and it's kind of an individual thing but it's also kind of code, as well to stick together. At the same time, there's a women and women dynamic. >> Yeah. >> What have you found on that? >> Mostly I've found, I think there's a shift happening, mostly I've found that women are forming community and supporting each other. Everyone has a different definition of feminism or womenism (laughs) as some women have called it, but I think there are some women who have told me, usually the older generations who have told me there's only room for one woman at the table. One woman makes it to leadership and she's very protective of that space. But we're seeing that less and less. >> I don't want to turn this into, you hate to turn this into a versus scenario, right? Especially online I see a lot of interaction of men coming up and saying, either trying to explain to women what their problem is or, but also saying educate me, like take your time to educate me because I can't be bothered to figure it out myself. Or also trying to stand up themselves and lead the charge. So one of my personal things I do, I sit back and let the women talk and listen to them about what they want to do. >> Right. >> Any particular advice you have for folks who are listening and who might want to, you know, what do you do? I guess sit down and pay attention. >> Yeah, I'd say listen to the stories. Listen to what women need and want out of their male allies and advocates. And listen to the women who you already are friends and colleagues with. What do they need from you? Start there. And then build your way out. I remember when I first started The Chasing Grace Project, I was actually advised by people, well don't feature men at all because they can't speak for women and that's very true but I've decided that we will feature both men and women because we're all part of the industry, right? When I talk about the future is being built by all of us. We need more women in leadership. We don't need just women in leadership, we need men and women. So I think though, right now at this moment in time men should listen and ask their, like I said, their inside circle of women that are friends and colleagues, what can I do? What do you need in terms of my support? >> And it's inclusion, too. There's a time to have certain, all women and then men, as well. >> Right. >> Kind of the right balance. >> Right. >> Well, I have to ask you obvioulsy, Red Hat is an Open Source world. Community is huge. Obviously tech has a community and some will argue how robust it is (laughs) >> Right. (laughs) >> and fair it is. And communities have their own personality, but the role of the community becomes super critical. Can you just share your thoughts and views of how the role of the community can up its game a bit on inclusion and diversity? And I put inclusion first because inclusion and diversity, that seems to be the trend in my interviews, diversity and inclusion, and now it's inclusion and diversity. But the community has some self-policing mechanisms. There's kind of a self-governance dynamic of communities. So it's an opportunity. >> It is an opportunity. >> So what's your view? >> There are a lot of things that are talked about within the Open Source community in terms of how to advance inclusion in a positive way. One is enforcement. So at events like this, there's a code of conduct. They've become very popular. Everybody has one, for good reason, but everybody's doing them now. I worked at The Linux Foundation for 12 years. When you have an incident at an event, if you don't enforce your code of conduct, it doesn't mean anything. So I think that's one very tangible example of something you can do. We certainly tried at The Linux Foundation, but I remember it was a challenge. If something happened, what was the level of issue and how would we enforce that and address it? So I think the community can do that. I think start there, yeah. >> What's your take on The Linux Foundation, since you brought it up? Lots going on there. >> Right. >> You've got CNCF is exploding in growth. >> Jennifer: Right. >> Part of that, Jim Zemlin is doing a great job. As you look at The Linux Foundation since you have the history, >> Yeah. >> where it's come from and where it's going, what's your view of that? >> My goodness. I was part of The Linux Foundation before it was called The Linux Foundation. It was called Open Source Development Labs, way, way, back. But you know, always impressed with what The Linux Foundation is doing. CNCF in particular is on fire. I watched my social media feeds last week about KubeCon in Copenhagen, a lot of friends there. You know, Open Source is the underpinning of society. If the world we live in is a digital one and we're building that digital existence for tomorrow, the infrastructure is Open Source. So it's just going to become more and more relevant. >> And they're doing a great job. And it's an opportunity with the community again to change things. >> Yeah. >> There's a good mindset in the Open Source community with Linux Foundation. Very growth-oriented, growth mindset. Love the vibe there. They've got good vibes. >> Yeah. >> They're very open and inclusive. >> There's some projects that are really prioritizing. DNI, one of which is Cloud Foundry Foundation. Abby Kearns is doing an amazing job there. The Node.js community I think is pretty progressive. So yeah, it's encouraging. >> Abby was on theCUBE. We were there in Copenhagen. >> Right, right. >> Thanks for coming on. >> My pleasure. >> What's next for you? Your life's a whirlwind. Take a quick minute. >> Yeah, I'm in Chicago next week for a shoot. We're shooting episode two which is focused on women in leadership roles. There's only 11% of executive positions in Silicon Valley are held by women. So it's a provocative topic because a lot of women haven't experienced that so we want more to do that. >> Well, if you need any men for the next show, John and I will happily volunteer. >> Okay, wonderful. >> To be stand-ins and backdrops. >> Fantastic, thank you. >> Thanks for coming on. It's theCUBE coverage here live, Moscone West in San Francisco for Red Hat Summit 2018. We'll be back with more coverage after this short break.

>> Narrator: Live from Las Vegas, it's The Cube. Covering IBM Think 2018. Brought to you by IBM. >> Hello everyone and welcome to The Cube here at IBM Think in Las Vegas, the Mandalay Bay. I'm John Furrier, the host of The Cube. We're here in this Cube studio as a set for IBM Think. My next guest is Jennifer Shiin who's the founder of 8 Path Solutions. Twitter handle Jenn, J-S-H-I-N. Great to see you. Thanks for joining me. >> Yeah, happy to be here. >> I'm glad you stopped by. I wanted to get your thoughts. You're thought leader in the industry. You've been on multiple Cube panels. Thank you very much. And also Cube alumni. You know, IBM with the data center of the value proposition. The CEO's up on the stage today saying you got data, you got blockchain and you got AI, which is such the infrastructure of the future. And AI is the software of the future, data's at the middle. Dave and I were talking about that as the innovation sandwich. The data is being sandwiched between blockchain and AI, two super important things. And she also mentioned Moore's law. Faster, smaller, cheaper. Every 6 months doubling in speed and performance. And then Metcalfe's law, which is more of a network effect. Kind of teasing out token economics. You see kind of where the world's going. This is an interesting position from IBM. I like it. Is it real? >> Well it sounds very data sciency, right? You have the economics part, you have the networking. You have all these things in your plane. So I think it's very much in line with what you would expect if data science actually sustains (mumbles), which thankfully it has. >> Yeah. >> And I think the reality is you know, we like to boil things down into nice, simple concepts but in the real world when you're actually figuring it all out its going to be multiple effects. It's going to be, you know a lot of different things that interact. >> And they kind of really tease out their cloud strategy in a very elegant way. I mean they essentially said, 'Look we're into the cloud and we're not going to try to.' They didn't say it directly, but they basically said it. We're not going to compete with Amazon head-to-head. We're going to let our offerings to do the talking. We're going to use data and give customers choice with multi cloud. How does that jive for you? How does that work because at the end of the day I got to have business logics. I need applications. >> Yes. >> You know whether its blockchains, cryptocurrency or apps. The killer app's now money. >> Yep. >> If no one's making any money. >> Sure. >> No commerce is being done. >> Right. I mean I think it makes sense. You know, Amazon has such a strong hold in the infrastructure part, right? Being able to store your data elsewhere and have it be cloud. I don't think that was really IBM's core business. You know, a lot of I think their business model was built around business and business relationships and these days, one of the great things about all these data technologies is that one company doesn't have to do all of it, right? You have partnerships and actually partners so that you know, one company does AI. You partner with another company that has data. And that way you can actually both make money, right? There's more than enough work to go around and that much you can say having worked in data science teams right? If I can offload some of my work to different divisions, fantastic. That'd be great. Saves us time. You get to market faster. You can build things quicker. So I think that's one of the great things about what's happening with data these days, right? There's enough work to get around. >> And it's beautiful too because if you think about the concept that made cloud great is DevOps. Blockchain is an opportunity to use desensualization to take away a lot of inefficiencies. AI is also an automation opportunity to create value. So you got inefficiencies on block chains side and AI to create value, your thoughts and reaction to where that's going to go. You know, in light of the first death on a Uber self-driving car. Again, historic yesterday right? And so you know, the reality is right there. We're not perfect. >> Yeah. >> But there's a path. >> Well so most of its inefficiency out there. It's not the technology. It's all the people using technology, right? You broke the logic by putting in something you shouldn't have put in that data set, you know? The data's now dirty because you put in things that you know, the developer didn't think you'd put in there. So the reality is we're going to keep making mistakes and there will be more and more opportunities for new technologies to help you know, cheer that up. >> So I was talking to Rob Thomas, GM of the analytics team. You know Rob, great guy. He's smart. He's also an executive but he knows the tech. He and I were talking about this notion of data containers. So with Kubernetes now front and center as an orchestration layer for cloud and application workloads, IBM has an interesting announcement with this cloud private approach. Where data is the central thing in this. Because you've got things like GDPR out there and the regulatory environment not going to get any easier. You got blockchain crypto. That's a regulatory nightmare. We know a GDBR. That's a total nightmare. So this is happening, right? So what should customers be doing, in your experience? Customers are scratching their head. They don't want to make a wrong bet, but they need good data, good strategy. They need to do things differently. How do they get the best out of their data architecture knowing that there's hurdles and potential blockers in front of them? >> Well so I think you want to be careful of what you select. and how much are you going to be indebted to that one service that you selected, right? So if you're not sure yet maybe you don't want to invest all of your budget into this one thing you're not sure is going to be what you really want to be paying for a year or two, right? So I think being really open to how you're going to plan for things long term and thinking about where you can have some flexibility, whereas certain things you can't. For instance, if you're going to be in an industry that is going to be you know, strict on regulatory requirements right? Then you have less wiggle room than let's say an industry where that's not going to be an absolute necessary part of your technology. >> Let me ask you a question and being kind of a historian you know, what say one year is seven dog years or whatever the expression is in the data space. It just seems like yesterday that Hadoop was going to save the world. So that as kind of context, what is some technologies that just didn't pan out? Is the data link working? You know, what didn't work and what replaced it if you can make an observation? >> Well, so I think that's hard because I think the way I understood technology is probably not the way everyone else did right? I mean, you know at the end of the day it just is being a way to store data right? And just being able to use you know, more information store faster, but I'll tell you what I think is hilarious. I've seen people using Hadoop and then writing sequel queries the same way we did like ten plus years ago, same inefficiencies and they're not leveling the fact that it's Hadoop. Right? They're treating it like I want to create eight million tables and then use joins. So they're not really using the technology. I think that's probably the biggest disappointment is that without that knowledge sharing, without education you have people making the same mistakes you made when technology wasn't as efficient. >> I mean if you're a hammer, everything else is like a nail I guess if that's the expression. >> Right. >> On the exciting side, what are you excited about in technology right now? What are you looking at that's a you know, next 20 mile stare of potential goodness that could be coming out of the industry? >> So I think anytime you have better science, better measurements. So measurement's huge, right? If you think about media industry, right? Everyone's trying to measure. I think there was an article that came out about some of YouTube's failure about measurement, right? And I think in general like Facebook is you know, very well known for measurement. That's going to be really interesting to see, right? What methodologies come out in terms of how well can we measure? I think another one will be say, target advertising right? That's another huge market that you know, a lot of companies are going after. I think what's really going to be cool in the next few years is to see what people come up with, right? It's really the human ingenuity of it, right? We have the technology now. We have data engineers. What can we actually build? And how are we going to be able to partner to be able to do that? >> And there's new stacks that are developing. You think about the ecommerce stack. It's a 30 year old stack. AdTech and DNS and cookiing, now you've got social and network effects going on. You mentioned you know, the Metcalfe's law. So with all that, I want to get just your personal thoughts on blockchain. Beyond blockchain, token economics because there are a lot people who are doing stuff with crypto. But what's really kind of pointing as a mega trands standpoint is a new class of desensualized application developers are coming in. >> Right. >> Okay. They're dealing with data now on a desensualized basis. At the heart of that is the token economics, which is changing some of the business model dynamics. Have you seen anything? Your thoughts on token economics? >> So I haven't seen it from the economics standpoint. I've seen it from more of the algorithms and that standpoint. I actually have a good friend of mine, she's at Yale. And she actually runs the, she's executive director of their corporate law center. So I hear some from her on the legal side. I think what's really interesting is there's all these different arenas. Legal being a very important component in blockchain. As well as, from the mathematical standpoint. You know when I was in school way back when, we studied things like hash keys and you know, RSA keys and so from a math standpoint that's also a really cool aspect of it. So I think it's probably too early to say for sure what the economics part is going to actually look like. I think that's going to be a little more longterm. But what is exciting about this, is you actually see different parts of businesses, right? Not just the financial sector but also the legal sector and then you know say, the math and algorithms and you know. Having that integration of being able to build cooler things for that reason. >> Yeah the math's certainly exciting. Machine learning, obviously that's well documented. The growth and success of what, and certainly the interests are there. You seeing Amazon celebrating all the time. I just saw Werner Vogels, the CTO. Talking about another SageMaker, a success. They're looking at machine learning that way. You got Google with TensorFlow. You've got this goodness in these libraries now that are in the community. It's kind of a perfect storm of innovation. What's new in the ML world that developers are getting excited about that companies are harnessing for value? You seeing anything there? Can you share some commentary on the current machine learning trends? >> So I think a lot of companies have gotten a little more adjusted to the idea of ML. At the beginning everyone was like, 'Oh this is all new.' They loved the idea of it but they didn't really know what they were doing, right? Right now they know a little bit more. I think in general everyone thinks deep learning is really cool, neural networks. I think what's interesting though is everyone's trying to figure out where's the line. What's the different between AI versus machine learning versus deep learning versus neural networks. I think it's a little bit fun for me just to see everyone kind of struggle a little bit and actually even know the terminology so we can have a conversation. So I think all of that, right? Just anything related to that you know, when do you TensorFlow? What do you use it for? And then also say, from Google right? Which parts do you actually send through an API? I mean that's some of the conversations I've been having with people in the business industry, like which parts do you send through an API. Which parts do you actually have in house versus you know, having to outsource out? >> And that's really kind of your thinking there is what, around core competencies where people need to kind of own it and really build a core competency and then outsource where its more a femoral invalue. Is there a formula, I guess to know when to bring it in house and build around? >> Right. >> What's your thoughts there? >> Well part of it, I think is scalability. If you don't have the resources or the time, right? Sometimes time. If you don't have the time to build it in house, it does make sense actually to outsource it out. Also if you don't think that's part of your core business, developing that within house do you're spending all that money and resources to hire the best data scientists, may not be worth it because in fact the majority of your actual sales is with the sale department. I mean they're the ones that actually bring in that revenue. So I think it's finding a balance of what investment's actually worth it. >> And sometimes personnel could leave and you could be a big problem, you know. Someone walks about the door, gets another job because its a hot commodity to be. >> That's actually one of the big complaints I've heard is that we spend all this time investing in certain young people and then they leave. I think part of this is actually that human factor. How do you encourage them to stay? >> Let's talk about you. How did you get here? School? Interests? Did you go off the path? Did you come in from another vector? How did you get into what you're doing now and share a little bit about who you are? >> Yeah so I studied economics, mathematics, creative writing as an undergrad and statistics as a grad student. So you know, kind of perfect storm. >> Natural math, bring it all together. >> Yeah but you know its funny because I actually wrote about and talked about how data is going to be this big thing. This is like 2009, 2010 and people didn't think it was that important, you know? I was like next three to five years mathematicians are going to be a hot hire. No one believed me. So I ended up going, 'Okay well, the economy crashed.' I was in management consulting in finance, private equity hedge funds. Everyone swore like, if you do this you're going to be set for life, right? You're on the path. You'll make money and then the economy crashed. All the jobs went away. And I went, 'Maybe not the best career choice for me.' So I did what I did at companies. I looked at the market and I went, 'Where's their growth?' I saw tech had growth and decided I'm going to pick up some skills I've never had before, learn to develop more. I mean in the beginning I had no idea what an application development process was, right? I'm like, 'What does that mean to actually develop an application?' So the last few years I've really just been spending, just learning these things. What's really cool though is last year when my patents went through and I was able to actually able to launch something with Box at their keynote. That was really awesome. >> Awesome. >> So I became a long way from I think, have the academic knowledge to being able to apply it and then learn the technologies and then developing the technologies, which is a cool thing. >> Yeah and that's a good path because you came in with a clean sheet of paper. You didn't have any dogma of waterfall and all the technologies. So you kind of jumped in. Did you use like a cloud to build on? Was it Amazon? Was it? >> Oh that's funny too. Actually I do know Legacy's technology quite well because I was in corporate America before. Yeah, so like Sequel. For instance like when I started working data science, funny enough we didn't call it data science. We just called it like whatever you call it, you know. There was no data science term at that point. You know we didn't have that idea of whether to use R or Python. I mean I've used R over ten years, but it was for statistics. It was never for like actual data science work. And then we used Sequel in corporate America. When I was taking data it was like in 2012. Around then, everyone swore that no, no. They're going to programmers. Got to know programming. To which, I'm like really? In corporate America, we're going to have programmers? I mean think about how long it's going to take to get someone to learn any language and of course, now everyone's learning. It's on Sequel again right? So. >> Isn't it fun to like, when you see someone on Facebook or Linkdin, 'Oh man data's a new oil.' And then you say, 'Yeah here's a blog post I wrote in 2009.' >> Right. Yeah, exactly. Well so funny enough Ginni Rometty today was saying about exponential versus linear and that's one of the things I've been saying over the last year about because you know, you want exponential growth. Because linear anyone can do. That's a tweet. That's not really growth. >> Well we value your opinion. You've been great on The Cube. Great to help us out on those panels, got a great view. What's going on with your company? What are you working on now? What's exciting you these days? >> Yeah so one of the cool things we worked on, it's very much in line with what the IBM announcement was, so being smarter, right? So I developed some technology in the photo industry, digital assent management as well as being able to automate the renaming of files, right? So you think you probably a picture on your digital camera you never moved over because you, I remember the process. You open it, you rename it, you saved it. You open the next one. Takes forever. >> Sometimes its the same number. I got same version files. It's a nightmare. >> Exactly. So I basically automated that process of having all of that automatically renamed. So the demo that I did I had 120 photos renamed in less than two minutes, right? Just making it faster and smarter. So really developing technologies that you can actually use every day and leverage for things like photography and some cooler stuff with OCR, which is the long term goal. To be able to allow photographers to never touch the computer and have all of their clients photos automatically uploaded, renamed and sent to the right locations instantly. >> How did you get to start that app? Are you into photography or? >> No >> More of, I got a picture problem and I got to fix it? >> Well actually its funny. I had a photographer taking my picture and she showed me what she does, the process. And I went, 'This is not okay. You can do better than this.' So I can code so I basically went to Python and went, 'Alright I think this could work,' built a proof of concept and then decided to patent it. >> Awesome. Well congratulations on the patent. Final thoughts here about IBM Think? Overall sentiment of the show? Ginni's keynote. Did you get a chance to check anything out? What's the hallway conversations like? What are some of the things that you're hearing? >> So I think there's a general excitement about what might be coming, right? So a lot of the people who are here are actually here to, I think share notes. They want to know what everyone else is doing, so that's actually great. You get to see more people here who are actually interested in this technology. I think there's probably some questions about alignment, about where does everything fit. That seems to be a lot of the conversation here. It's much bigger this year as I'm sure you've noticed, right? It's a lot bigger so that's probably the biggest thing I've heard like there's so many more people than we expected there to be so. >> I like the big tent events. I'm a big fan of it. I think if I was going to be critical I would say, they should do a business event and do a technical one under the same kind of theme and bring more alpha geeks to the technical one and make this much more of a business conversation because the business transformation seems to be the hottest thing here but I want to get down in the weeds, you know? Get down and dirty so I would like to see two. That's my take. >> I think its really hard to cater to both. Like whenever I give a talk, I don't give a really nerdy talk to say a business crowd. I don't give a really business talk to a nerdy crowd, you know? >> It's hard. >> You just have to know, right? I think they both have a very different sensibility, so really if you want to have a successful talk. Generally you want both. >> Jennifer thanks so much for coming by and spending some time with The Cube. Great to see you. Thanks for sharing your insights. Jennifer Shin here inside The Cube at IBM Think 2018. I'm John Furrier, host of The Cube. We'll be back with more coverage after this short break.

>> Hey welcome back everybody. Jeff Frick here with the Cube. We're at the Hotel Nikko in downtown San Francisco, International Women's Day. Accenture's putting on a big event today. It's called Getting to Equal, about 400 executives. Packed house in the little conference area. So we're excited to sit down with some of the leadership team and talk about some interesting research that Accenture's come out with. And also just talk to some terrific guests and we're excited by our first guest. She's Jennifer Cabalquinto. She's the CFO of the Golden State Warriors. Jennifer, great to see you. >> Thank you. >> I'm joined by Mike Sutcliff. He's a group chief executive for Accenture Digital. Great to see you Mike. >> Great to be hear. >> Alright, so let's just jump in to it. We're a little short on time and got a packed schedule. But I want to jump in, Jennifer with you, in culture. >> Yeah. >> Talk about the culture at the Golden State Warriors. I think it's such a phenomenal example that we can all see. We can't see in lot's of other companies, but with a professional sports franchise, we can see what a top down culture change when the change of management happened. When, when >> Sure >> Joe and Peter came in and how they've been able to change the culture, but then also drive that through all the way down to the greatest operations. >> Yeah, no we've really been fortunate. Our ownership group has been so supportive. And they really want us to succeed and they gave us all the resources to do it. And they've really brought that sort of Silicon Valley leadership style and fast fail and really make us push to be innovative and to grow. I love, you know, they brought on Bob Myers as our general manager for the basketball operation side. And he always says that he recruits for character first. And then tall 'cause you can't teach tall, but character is really something that I think, we as part of the whole organization really focuses on is that, you know, it's that are we all willing to be a team and have that sort of drive together. >> Right. >> And Joe and Peter embody that from the top down and I think it really permeates. And it's really our desire to be innovative and to drive this business, both on the basketball side and on the business side. >> And what's interesting, I mean they're good guys, but they're not doing it to be good guys, they're doing it to win. I mean, it's a competitive business >> Sure. >> that we can all watch the winners and losers. It's a business decision for better business. >> That's exactly right and you know, they really do want to win. They're competitive and every single person I think in the organization is competitive. But I think they want to win in the right way. And I think you can see it in the way that we approach both the basketball side and the business side really wanting to, you know, I think do, I think the community the best that we can. I mean, we really want to reflect our community, as well as our business partners and really succeed together >> Right. So Mike, you're out on the field. You talk to a lot of customers. I mean, do people get it? Do people get that diversity of opinions, points of views, teams, isn't just to do the right thing? It's actually to drive better business outcomes? >> I think they do. I mean one of the reasons we were attracted to work with the Warriors is they were looking not just to change their game, but to change the community that they were involved in. We see lot's of clients with the same aspiration. They're trying to figure out how to improve the way the world works and lives. And so if you want improve the way the world works and lives, you got to have diversity of thought. People with different educational backgrounds, cultural backgrounds, different experiences who can look at those really tough problems and say there's a better way. >> Right. >> And that's where we think diversity brings powers. That diversity of experience allowing you to come up with new solutions. >> So Jennifer, just from a woman's perspective being in obviously a very male dominated world. Of course, a lot of the tech companies around here are as well, how are you attracted to this industry? You know, kind of, what was your experience going in knowing that you were going to be in the minority in terms of the executives around the table? >> Right. >> And how did you overcome? >> You know, I am one of five children. I have four brothers, two older, two younger. And raised in Brooklyn. I'd like to think that I've been competing with boys my entire life. And I think my environment sort of gave me a tough skin. So I don't look at it in that lens. I didn't approach the job thinking I'm the only woman, or I'm one of a handful of women. I really approached the job saying I can make a difference in this organization and to help drive and bring a new perspective to the sports industry. It was my first sports job I was out of entertainment space and not really the sports entertainment world. And I really thought that I could bring a different perspective. And I think, you know, the ownership saw the same thing. And that's why I came aboard. And I think not filtering anything that I do with the lens of I'm a woman. >> Right. >> I think really makes a difference in terms of how I approach the role and then how other people, you know, sort of receive that. >> Right. So that said, for the gals that weren't raised in Brooklyn with four brothers. Fighting for food at the table probably since you were a little kid. You know, what advice would you give them? I mean, is it just, there's some really great advice coming out of the panel in terms of just focus on data, focus on results, you know, raise your hand. What advice would you give to, you know, say young women, say a junior in college, a senior in college, first years out, who want to get started, and are attracted to a traditionally male dominated space? >> Sure, I think one, don't self edit. Like know you can succeed in that space. Just because it's male dominated doesn't mean that it needs to always be that way. I also think you have to be great at what you do. I mean it's performance first, I think in any industry. And so, when you can actually have the confidence in your abilities, I think it starts to show through and then people, you know, I think respond to that. So I think perform really, really well. Be deliberate about what you want. Ask for what you want. Set your rules. You know, I think all of that is really important. Find your voice. >> Alright, well we could go on and on, and I want to continue this later at the San Antonio game this evening, but we'll make that work out, but we got to drop. So I'll leave it there. Jennifer, Mike, thanks for >> See you there. >> taking a few minutes. >> Great to see you today. >> Alright, I'm Jeff Frick, we're at the Accenture International Women's Day celebration in downtown San Francisco. Thanks for watching. (upbeat music)

>> Narrator: Live from Stanford University in Palo Alto California, it's theCUBE, covering Women in Data Science Conference 2018. Brought to you by Stanford. >> Back to the cube, our continuing coverage of Women in Data Science 2018 continues. I am Lisa Martin, live from Stanford University. We have had a great array of guests this morning, from speakers, panelists, as well as attendees. This is an incredible one day technical event, and we're very excited to be joined by one of the panelists on the career panel this afternoon, Dr. Jennifer Prendki, the Head of Data Science at Atlassian. Welcome to theCUBE. >> Hi, it's my pleasure to be here. >> It's exciting to have you here. >> So you lead all search and machine learning initiatives at Atlassian, but you were telling me something interesting about your team, tell us about that. >> The interesting thing about my team is even though I'm the Head of Data Science, my team is not 100% data scientists. The belief of the company is that we really wanted to be in charge of our own destiny and be able to deploy our models ourselves and not be depending on other people to make deployment faster. >> Was that one of the interesting kind of culture elements that attracted you last year to Atlassian? >> What is really interesting about Atlassian, it's definitely a company that create products that I would say virtually every single software company in the world is using. They have a very strong software engineering culture, and so last year they decided to embrace data science. I thought it was a very interesting challenge for me to try and infuse a little bit of my passion for data and data-driven est to the company. >> You had quite a fast ramp at Atlassian. You joined last summer, and in less than six months, you grew your team of data scientists and engineers from three people to fifteen, and it gets better, in less than six months, across three locations, Mountain View, San Francisco, and Sydney. What were some of the key things for you that led you to make that impact so quickly? >> I think most data scientists on the world are interested in making an impact, and this is a company that obviously does a lot of impact, and a lot of people talk about this company, and there is obviously a lot of interesting data, and so I think one of the amazing things is that we have a very important role to play, because we are in a position where we have data related to the way people work with each other, collaborate with each other, and this is a very unique data set, so it's usually pretty easy to attract people to Atlassian. >> You mentioned collaboration, and that's certainly an undertone here at WiDS. In its third year, you were here last year as an attendee, now you're here this year as a speaker. They've grown this event dramatically in a couple of years alone. The opportunity to reach, they're expecting, a hundred thousand, to engage. It's a hundred and seventy-seven regional events, Margot Gerritsen gave us that number about an hour ago, in fifty-three countries. What is it about WiDS that attracted you, not only back, this year, but to welcome the opportunity to be on this career panel? >> I'll actually tell you something, so, we talk about diversity, and I think people usually think of diversity as meeting some kind of racial bar, to have, equality between male and female, or specific minorities. I think people tend to forget that the real diversity is diversity of thought, and so I actually found out that the very data science job I actually got, I was actually the only person who had a background in applied math, and everybody else was coming from a background in computer science. I quickly realized that I'm the only person who is really trained to push for, let's validate our models really properly, etc., and so that made realize how important that is to have a lot of diversity. I think WiDS is definitely a place where you see lots of women interested in the same thing, but coming from different perspective, different horizons, at different levels, and this is really something unique in the industry. >> Diversity of thought, I love that. I've not heard that before, I'm going to use that, but I'll give you credit for it. That is one of the things that is so, the more people we speak to, not just at WiDS, but at events like this on theCUBE, you hear, there's still such a need, obviously, the scale of which that WiDS has grown, shows clear demand for, we need more awareness that this diversity is missing, but in the fact that data science is so horizontal, across every industry, and it sort of is blurring the boundaries between rigid job roles, doctor, lawyer, attorney, teacher, whatever. This is quite pervasive and it provides the opportunity for data scientists globally to be able to make massive impact, but also, it still, as Margot Gerritsen was sharing earlier, it still requires what you said is that diversity in thought because having a particular small set of perspectives evaluating data, you think about it from an enterprise perspective, the types of companies that Atlassian deals with, and they are looking to grow and expand and launch new business models, but if the thought diversity is narrow, there's probably a lot of opportunity that is never going to be discovered. One of the things also I found interesting in your background, was that you found yourself sort of at this interesting juxtaposition of being a mentor, and going, wait a minute, this now gives you a great opportunity, but it also comes with some overhead. You've got it from a management perspective. What is that sort of crossroads that you've found yourself reaching and what have you done with that? >> I think it's true of probably every single technical role, but maybe data science more than others, you have to be technical to be part of the story. I think people need to have a leader that they can relate to and I think it's very important that you're still part of this. It's particularly interesting for data science, because data science is a field that moves so quickly. Usually you have people moving on to data science manager positions after being in IC and so if you don't make a conscious effort to remain that technical point of contact person, that people trust and people go to, then, when I think back of the technologies that were trendy when I was still in IC compared to now, it's really important for the managers to be still aware of that, to do a good job as a mentor and as a leader. >> You also said something I think before we went live, that is an important element for the women that WiDS is aiming to inspire and educate, today. Those that are new to the field or thinking about it, as well as those who've been it for a while. There is not just getting there, and going yes I'm interested, this is my passion, I want to have a career in this, it's also having to learn how to be a female leader, and you mentioned from a management perspective, you got to learn, you have to know how to be assertive. Tell us a little bit about the trials and tribulations that you have encountered in that respect. >> That's a very interesting question, because I'm actually very happy to see that nowadays, it's becoming easier and easier for women to step into individual contributor positions, because I think that people realize now that a woman can do just as good a job as men for a defined position, but when you're actually in a leadership position, you have to step into like a thought leadership role. Basically, you sometimes have to be in a meeting where you only have all the male engineers or male data scientists over there and say, you know what, I disagree with you, right? This as a woman becomes a little bit challenging because following the processes that are already in place, I believe that people have realized that it's okay for a woman to do that, but then being the assertive person that goes against the flow and says you are not thinking about it the right way, might sometimes be a problem, because women are not being perceived as creatures that are naturally assertive. It's typical for people, like a Head of Data Science, female data scientists, to be in a situation where they are perceived as being maybe a little bit aggressive or a little bit pushy, and you sometimes fall into this old saying, "he's the boss, she's bossy," kind of thing, and that is a challenge. >> I had someone once tell me a couple years ago, and I'm in tech as well, that I was pushy, and I think this was a language barrier thing, I think he meant to say persistent, but on that front, tell me a little bit more about your team of data scientists and engineers, and the females on your team, how do you help coach them to embrace, it's okay to speak your mind? What's that been like for you? >> I would say I was actually pretty soft-spoken myself. At some point I realized that public speaking actually helped me out there. Somebody at some point told me like, you should go, you're a brilliant, technical like go speak at a conference, and then I realized people are listening to me. You always have a little bit of like imposter syndrome kind of problem as a woman, so it helped me overcome this. Now I'm kind of trained to stimulate the ladies on my group to do the same thing, because that has worked really well for me I think. You have to get outside your comfort zone, and try to, things that help you have the self-confidence for you to get to the level of assertiveness you need to become successful. >> Exactly right, we've had a number of women on the show, today alone, talk about getting outside of your comfort zone, and one of my mentors always says, get comfortably uncomfortable. That's not an easy thing to achieve, but I think you walk in the door at WiDS, and you instantly feel inspired, and empowered. I think a number of the women that we've had on today, already, have talked about having, sort of being charged as a mentor with the responsibility like you just said, of helping those that are following your footsteps, to maybe understand how to have that confidence, and then have that right balance, so that there's professionalism there, there's respect, but it's not just about getting them into the field. It's about teaching them how to, once you're there, how to navigate a career path that is successful. >> That's an interesting thought, because I actually believe that getting comfortable with the uncomfortable is definitely something that data science is about, because you have new technologies, you have new models, you have lateral moves, like I actually was in the advertising industry as a data scientist, before switching to e-commerce and then eventually to the software industry, so I think that people who are trained to be data scientists are like that, and they should also be comfortable with the uncomfortable in their daily lives. >> Yeah, so you were mentioning before we went on that some of the people that you work with are like, it's my hope and dream to be at WiDS next year. What are some of the things that you've heard as we're at the halfway mark of WiDS today, that you're going to go back and share with your team, as well as maybe your friends, other females that are working in STEM fields as well? >> I would say, last year I was here just listening to all the people and whatever. This year, I'm on the panel, so I mean, I'm just like, nothing is impossible, I think. We've proven that over and over again in data science, I mean, who would have thought that ten years ago, we would be at the level of understanding of artificial intelligence and the entire field, right? It's all about waiting and seeing what the future has to bring to you, and we have all these amazing women today, to actually show us that, it's possible to get there, and it's exciting to be here. >> It is possible, and it's exciting. Well, Jennifer, thanks so much for carving out some of your time today to speak with us. We wish you continued success at Atlassian and we look forward to seeing you back at WiDS next year. >> Thank you. >> We want to thank you for watching theCUBE, we're live at Stanford University at the third annual Women in Data Science Conference, hashtag WiDS2018, join the conversation. I'll be right back with my next guest after a short break. (upbeat music)