(bright upbeat music) >> Good morning fellow cloud community nerds and welcome back to theCube's live coverage of AWS re:Invent, we're here in fabulous Las Vegas, Nevada. You can tell by my sequence. My name's Savannah Peterson and I'm delighted to be here with theCUBE. Joining me this morning is a packed house. We have three fabulous guests from AWS's global startup program. Immediately to my right is Eric. Eric, welcome to the show. >> Thank you. >> We've also got Jimmy and Jeff. Before we get into the questions, how does it feel? This is kind of a show off moment for you all. Is it exciting to be back on the show floor? >> Always, I mean, you live for this event, right? I mean, we've got 50,000. >> You live for this? >> Yeah, I mean, 50,000 customers. Like we really appreciate the fact that time, money and resources they spend to be here. So, yeah, I love it. >> Savanna: Yeah, fantastic. >> Yeah, everyone in the same place at the same time, energy is just pretty special, so, it's fun. >> It is special. And Jimmy, I know you joined the program during the pandemic. This is probably the largest scale event you've been at with AWS. >> First time at re:Invent. >> Welcome >> (mumbles) Customers, massive. And I love seeing some of the startups that I partner with directly behind me here from theCUBE set as well. >> Yeah, it's fantastic. First time on theCUBE, welcome. >> Jimmy: Thank you. >> We hope to have you back. >> Jimmy: Proud to be here. >> Jimmy, I'm going to keep it on you to get us started. So, just in case someone hasn't heard of the global startup program with AWS. Give us the lay of the land. >> Sure, so flagship program at AWS. We partner with venture backed, product market fit B2B startups that are building on AWS. So, we have three core pillars. We help them co-built, co-market, and co-sell. Really trying to help them accelerate their cloud journey and get new customers build with best practices while helping them grow. >> Savanna: Yeah, Jeff, anything to add there? >> Yeah, I would say we try our best to find the best technology out there that our customers are demanding today. And basically, give them a fast track to the top resources we have to offer to help them grow their business. >> Yeah, and not a casual offering there at AWS. I just want to call out some stats so everyone knows just how many amazing startups and businesses that you touch. We've talked a lot about unicorns here on the show, and one of Adam's quotes from the keynote was, "Of the 1200 global unicorns, 83% run on AWS." So, at what stage are most companies trying to come and partner with you? And Eric we'll go to you for that. >> Yeah, so I run the North American startup team and our mission is to get and support startups as early as inception as possible, right? And so we've got kind of three, think about three legs of stool. We've got our business development team who works really closely with everything from seed, angel investors, incubators, accelerators, top tier VCs. And then we've got a sales team, we've got a BD team. And so really, like we're even looking before customers start even building or billing, we want to find those stealth startups, help them understand kind of product, where they fit within AWS, help them understand kind of how we can support them. And then as they start to build, then we've got a commercial team of solution architects and sales professionals that work with them. So, we actually match that life cycle all the way through. >> That's awesome. So, you are looking at seed, stealth. So, if I'm a founder listening right now, it doesn't matter what stage I'm at. >> No, I mean, really we want to get, and so we have credit programs, we have enablement programs, focus everything from very beginning to hyper scale. And that's kind of how we think about it. >> That's pretty awesome. So Jeff, what are the keys to success for a startup in working with you all? >> Yeah, good question. Highly differentiated technology is absolutely critical, right? There's a lot of startups out there but finding those that have differentiated technology that meets the demands of AWS customers, by far the biggest piece right there. And then it's all about figuring out how to lean into the partnership and really embrace what Jimmy said. How do you do the co build, the co-marketing, co-sell to put the full package together to make sure that your software's going to have the greatest visibility with our customers out there. >> Yeah, I love that. Jimmy, how do you charm them? What do the startups see in working with AWS? (indistinct) >> But that aside, Jeff just alluded to it. It's that better together story and it takes a lot of buy-in from the partner to get started. It is what we say, a partner driven flywheel. And the successful partners that I work with understand that and they're committing the resources to the relationship because we manage thousands and thousands of startups and there's thousands listed on Marketplace. And then within our co-sell ISV Accelerate program, there's hundreds of startups. So startups have to, one, differentiate themselves with their technology, but then two, be able to lean in to do the tactical engagement that myself and my PDM peers help them manage. >> Awesome, yeah. So Eric. >> Yes. >> Let's say I talk to a lot of founders because I do, and how would I pitch an AWS partnership through the global startup program to them? >> Yeah, well, so this... >> Give me my sound back. >> Yeah, yeah, look for us, like it's all about scaling your business, right? And so my team, and we have a partnership. I run the North American startup team, they run the global startup program, okay? So what my job is initially is to help them build up their services and their programs and products. And then as they get to product market fit, and we see synergy with selling with Amazon, the whole idea is to lead them into the go-to market programs, right? And so really for us, that pitch is this, simply put, we're going to help you extend your reach, right? We're going to take what you know about your service and having product market fit understanding your sales cycle, understanding your customer and your value, and then we're going to amplify that voice. >> Sounds good to me, I'm sold. I like that, I mean, I doubt there's too many companies with as much reach as you have. Let's dig in there a little bit. So, how much is the concentration of the portfolio in North America versus globally? I know you've got your fingers all over the place. >> Jimmy: Yeah. >> Go for it, Jeff. >> Jimmy: Well, yeah, you start and I'll... >> On the partnership side, it's pretty balanced between North America and AMEA and APJ, et cetera, but the type of partners is very different, right? So North America, we have a high focus on infrastructure led partners, right? Where that might be a little different in other regions internationally. >> Yeah, so I have North America, I have a peer that has AMEA, a peer that has Latin America and a peer that has APJ. And so, we have the startup team which is global, and we break it up regionally, and then the global startup program, which is partnership around APN, Amazon Partner Network, is also global. So like, we work in concert, they have folks married up to our team in each region. >> Savannah, what I'm hearing is you want do a global startup showcase? >> Yeah. (indistinct) >> We're happy to sponsor. >> Are you reading my mind? We are very aligned, Jimmy. >> I love it, awesome. >> I'm going to ask you a question, since you obviously are in sync with me all ready. You guys see what you mentioned, 50,000 startups in the program? 100, 000, how many? >> Well you're talking about for the global startup program, the ISV side? >> Sure, yeah, let's do both the stats actually. >> So, the global startup program's a lot smaller than that, right? So globally, there might be around 1,000 startups that are in the program. >> Savanna: Very elite little spot. >> Now, a lot bigger world on Eric's side. >> Eric: Yeah, globally over 200,000. >> Savanna: Whoa. >> Yeah, I mean, you think about, so just think about the... >> To keep track, those all in your head? >> Yeah, I can't keep track. North America's quite large. Yeah, no, because look, startups are getting created every day, right? And then there's positive exits and negative exits, right? And so, yeah, I mean, it's impressive. And particularly over the last two years, over the last two years are a little bit crazy, bonkers with the money coming. (mumbles) And yet the creation that's going to happen right now in the market disruption is going to mirror what happened in 2008, 2009. And so, the creation is not going to slow down. >> Savanna: No, hopefully not. >> No. >> No, and our momentum, I mean everyone's doing things faster, more data, it's all that we're talking about, do more and make it easier for everybody in the same central location. Jimmy, of those thousand global startups that you're working with, can you tell us some of the trends? >> Yeah, so I think one of the big things, especially, I cover data analytics startups specifically. So, one moving from batch to real time analytics. So, whether that's IOT, gaming, leader boards, querying data where it sits in an AWS data, like companies need to make operational decisions now and not based off of historic data from a week ago or last night or a month ago. So, that's one. And then I'm going to steal one of John's lines, is data is code. That is becoming that base layer that a lot of startups are building off of and operationalizing. So, I think those are the two big things I'm seeing, but would love... >> Curious to both, Jeff, let's go to you next, I'm curious, yeah. >> Yeah, totally. I think from a broader perspective, the days of completely free money and infinite resources are coming to a close, if not already closed. >> We all work with startups, we can go ahead and just talk about all the well is just a little (indistinct)... >> So, I think it's closed, and so because of that, it's how do you deal with a lot? How do you produce the results on the go to market side with fewer resources, right? And so it's incumbent on our team to figure out how to make it an easier, simpler process to partner with AWS, knowing those constraints are very real now. >> Savanna: Yeah. >> Yeah. >> Yeah, and to build on that. I think mid stage, it's all about cash preservation, right? And it's in that runway... >> Especially right now. >> Yeah, and so part of that is getting into the right infrastructure, when you had a lot of people, suddenly you don't have as many people moving into managed services, making sure that you can scale at a cost efficient way versus at any cost. That's kind of the latter stage. Now what's really been fascinating more at the at the early stages, I call it the rise of the AIML native. And so, where you say three years ago, you saw customers bolting on AI, now they're building AI from the start, right? And that's pervasive across every industry, whether it's in FinTech, life sciences, healthcare, climate tech, you're starting to see it all the way across the board. And then of course the other thing is, yeah, the other one is just the rise of just large language models, right? And just, I think there's the hype and there's the promise, but you know, over time, like the amount of customers big and small, whom are used in large language models is pretty fascinating. >> Yeah, you must have fascinating jobs. I mean, genuinely, it's so cool to get to not only see and have your finger on the pulse of what's coming next, essentially that's what startups are, but also be able to support them and to collaborate with them. And it's clear, the commitment to community and to the customers that you're serving. Last question for each of you, and then we're talking about your DJing. >> Oh yeah, I definitely, I want to see that. >> No, we're going to close with that as a little pitch for everyone watching this show. So, we make sure the crowd's just packed for that. This is your show, as you said, you live for this show, love that. >> Yeah. >> Give us your 30 second hot take, most important soundbites, think of this as your thought leadership shining moment. What's the biggest takeaway from the show? Biggest trend, thing that has you most excited? >> Oh, that's a difficult one. There's a lot going on. >> There is a lot going on. I mean, you can say a couple things. I'll allow you more than 30 seconds if you want. >> No, I mean, look, I just think the, well, what's fascinating to me in having this is my third or fourth re:Invent is just the volume of new announcements that come out. It's impressive, right? I mean it's impressive in terms of number of services, but then the depth of those services and the building on, I think it's just really amazing. I think that the trend you're going to continue to see and there's going to be more keynotes tomorrow, so, I can't let anything out. But just the AI, ML, real excited about that, analytic space, serverless, just continue to see the maturation of that space, particularly for startups. I think that to me is what's really exciting. And just seeing folks come together, start exchanging ideas, and I think the last piece I'll do is a pitch for my own team, like we have like 18 different sessions from the North American startup team. And so, I mean, shout out to our solution architects putting those sessions together, geared towards startups for startups, and so, that's probably what I'm most excited about. >> Casual, that was good, and you pitched it in time. I think that was great. >> There you go. >> All right, Jeff, you just had a little practice time while he was going. Let's (indistinct). >> No, so it's just exciting to see all the partners that we support here, so many of them have booths here and are showcasing their technology. And being able to connect them with customers to show how advanced their capabilities are that they're bringing to the table to supplement and compliment all the new capabilities that AWS is launching. So, to be able to see all of that in the same place at the same time and really hear what they need from a partnership perspective, that's what's special for us. >> Savanna: This is special. All right, Jimmy. >> My thoughts on re:Invent or? >> Not DJ yet. >> Not DJ. Not DJ, but I mean, your first re:Invent. Probably your first time getting to interact with a lot of the people that you chat with face to face. How does it feel? What's your hot take? Your look through the crystal ball, if you want to take it farther out in front. >> I think it's finally getting FaceTime with some of the relationships that I've built purely over Chime and virtual calls over the past two years has been incredible. And then secondly, to the technical enablement piece, I can announce this 'cause it was already announced earlier, is AWS Security Lake, one of my partners, Cribl, was actually a launch partner for that service. So, a little too to the Horn for Global Startup program, one of the coolest things at the tactical level as a PDM is working with them throughout the year and my partner solution architect finding these unique alignment opportunities with native AWS services and then seeing it build all the way through fruition at the finish line, announced at re:Invent, their logo up on screen, like that's, I can sleep well tonight. >> Job well done. >> Yeah. >> Yeah. >> That's pretty cool. >> That is cool. >> So, I've already told you before you even got here that you're a DJ and you happen to be DJing at re:Invent. Where can we all go dance and see you? >> So, shout out to Mission Cloud, who has sponsored Tao, Day Beach Club on Wednesday evening. So yes, I do DJ, I appreciate AWS's flexibility work life balance. So, I'll give that plug right here as well. But no, it's something I picked up during COVID, it's a creative outlet for me. And then again, to be able to do it here is just an incredible opportunity. So, Wednesday night I hope to see all theCUBE and everyone that... >> We will definitely be there, be careful what you wish for. >> What's your stage name? >> Oh, stage name, DJ Hot Hands, so, find me on SoundCloud. >> DJ Hot Hands. >> All right, so check out DJ Hot Hands on SoundCloud. And if folks want to learn more about the Global Startup program, where do they go? >> AWS Global Startup Program. We have a website you can easily connect with. All our startups are listed on AWS Marketplace. >> Most of them are Marketplace, you can go to our website, (mumbles) global startup program and yeah, find us there. >> Fantastic. Well, Jeff, Jimmy, Eric, it was an absolute pleasure starting the day. We got startups for breakfast. I love that. And I can't wait to go dance to you tomorrow night or tonight actually. I'm here for the fist bumps. This is awesome. And you all are great. Hope to have you back on theCUBE again very soon and we'll have to coordinate on that global Startup Showcase. >> Jimmy: All right. >> I think it's happening, 2023, get ready folks. >> Jimmy: Here we go. >> Get ready. All right, well, this was our first session here at AWS re:Invent. We are live from Las Vegas, Nevada. My name is Savannah Peterson, we're theCUBE, the leader in high tech reporting. (bright upbeat music)

>> Hi, everyone. I'm really excited to be here today. My name is Jimmy McDermott. (bright music) Excited to be talking about logging analytics and how much ChaosSearch has helped us scale our data lake. So just by way of background for Transeo, our overarching mission is to eliminate the pencil and paper gaps in educational systems. And what that looks like in reality is storing a lot of data for school districts, because everything that's on paper right now can be converted to some kind of electronic digital process. Now we're part of a new ed tech product category that's been emerging over the last few years called Readiness Solutions. We pulled together all of these disparate data points that schools are housing on students and show it to students in a really consumable and digestible way for them to understand how close am I to graduation? What am I falling off track by picking a particular class or what have you? And so by doing that, you can just kind of start to grasp the sheer amount of data that we're pulling in per student, per district, across the country at scale. and why logging started to become really, really critical for us. When it comes to just the logs themselves, its actually pretty simple but the infrastructure and the requirements around it are not simple. You have one big monolithic service, but we've got many different types of logging outputs so things that are coming from our database driver, things that are coming directly from our application layer, our networking layer and all of those are coming in to currently kind of a central repository. We offer retention for data and for logs up to our longest customers' requirement. So our longest customer's data requirement right now is holding onto data seven years post-graduation. Before ChaosSearch, we had kind of this mismanaged way of bringing all these different items together. It was truly a mess. Like we were really kind of at our wit's end looking for a solution that was going to actually bring all these stuff together. We did consider spinning up a self managed elk stack. It really struggles at scale with that retention and that historical data. It's fine for spinning something up to analyze, you know, really hot data that's hot for like a day. And then it needs to get flushed out of that system so that it can stay hot and stay cost-effective because standing up those stacks yourself is something that was just going to break the bank for us. So we were truly lost looking for the right solution. And then perhaps most importantly, in a sense that it couldn't break the bank. ChaosSearch met all of those needs and then more. We stream our logs directly from our Kubernetes infrastructure, right into our S3 buckets, which is amazing by the way, because when we were setting up our new DevOps environment, we had engineers basically saying like, "why would we do that?" Like, "why not just ship it to this?" Like, "why go to the extra effort "of setting up a Fluentd connector to move things in S3 "and they're all sold." Now, it didn't take long for them to really see the value of why we were doing that. And then the cool thing is that we don't really have to worry about those retention policies being managed by us anymore because S3 has all of that built in. Our developers can actually iterate faster now because they're able to access real life production logs around certain features, around certain capabilities that they previously couldn't. And so they can actually make decisions about new architecture components or refactoring that are backed up by data. And that's really at the core of everything we're doing. On a super tangible level, we actually some recent technical diligence that we had went way faster because we own our logs. Usually, that's not something that ad tech companies are really thinking about and so making this move actually led to a faster turnaround time for us on that tech diligence which was really exciting. For the cost savings that you get for a solution like ChaosSearch and then the fact that you layer on those enterprise type of features like Abak and SSO and these other things that are part of the platform that with a different company you would pay ridiculous amounts of money for, that's incredibly appealing for a company that is dealing with intense data security and data governance requirements, but also not a super big company, right? We can't afford enterprise contracts. So this is exactly right and it's exactly one of the reasons that we were so drawn to ChaosSearch. (bright music)

>> Narrator: From theCUBE studios in Palo Alto and Boston, connecting with thought leaders all around the world. This is a CUBE conversation. >> Okay, welcome back everyone, it's theCUBE's virtual coverage of AWS Summit Online, they're virtual. Then I'm John Furrier, your host of theCUBE. We're here in our Palo Alto studios for theCUBE virtual. We're remotely doing interviews during this COVID crisis. We have our quarantine crew, we're doing our best now for two and a half months getting those stories out, and today is AWS Summit. It's going to continue online, it never ends. It's virtual, it's asynchronous, but more importantly, let's get to great content. Our next guest Jimmy Chen, CEO of Propel. Great entrepreneur, vision with real impact and this is a story that is super important in my opinion, because it's a tech story and it's a social impact story. And you don't have to do one or the other, you can do both these days. This is going to be great. Jimmy, thanks for spending the time with us today. >> Yeah John, thanks for having me on the show. >> So, I want to get into the broader entrepreneurship and social impact as an entrepreneurial thing, which I think is a total awesome opportunity. But, you guys are using AWS for good, Propel, Take a minute to explain Propel the company, the things you're working and what you're passionate about. >> So Propel, we're a tech company based in Brooklyn that build software to help people navigate safety net programs like the food stamp program. There are about 40 million Americans who get their food stamp benefits on a debit card, called an EBT card, which looks kind of like a debit card or a credit card you get from a bank. But, when we spent time talking to people who use these cards to buy groceries, we actually found that it has kind of a weird quirk, which is that everyone who goes grocery shopping with an EBT card has to call the 1-800 number on the back of the card first, because that's how they can check the balance. And if you try to check-out at the grocery store you don't have enough left on your card, you get into this really embarrassing experience of having to decide, do you want three apples or two, and trying to figure out how to get your balance to be appropriate for the amount of food they're trying to buy. And so, we actually found that this pain point of needing to call the 1-800 number to go check your balance on your EBT card is a really common one that's felt by all 40 million of these Americans who use the food stamp program to put food on the table. So, what be built at Propel is really simple, it's a mobile banking app for the EBT card, the same way that you have a mobile banking app or your banking product, that we've created a digital free app that allows someone who gets their food stamp benefit on an EBT card to check their balance, to see their transaction history and more broadly actually to improve their overall financial help. >> And mends also the quality of life, knowing confidence whether whatever they're going through, that's something they're going to feel about as well. Talk about the tech piece of it. Obviously, this is a good example of something that I've been really riffing on for many years now, and just trying to get people's attention to is that cloud computing changes the game on social impact, because the time to get to the value, which is well talked about in entrepreneurial circles, later got funded, I got product market fit, applies to anything. And this is really spawning a new generation of entrepreneurship. This is a real thing and Amazon does that. What's your experience with AWS in this area? >> Well, our experience over the last month and a half in the middle of the COVID crisis I think has really driven home the value of AWS for our business, which is that, you know, at the start of COVID we had about 2 million people who used the Fresh EBT app on a monthly basis to manage their existing SNAP benefits. Unfortunately, as the economy has worsen and people's usage of safety net services as has increased, so has our userbase. And AWS has been really key to us, being able to scale our services, to be able to help an extra million people start using the Fresh EBT app essentially over the last few weeks. And so, you know, to your point about infrastructure and scale and technology, for us it's really been about, what are the best practices in the consumer tech worlds? And how do we apply those to help people that are lower-income and generally deal with experiences that are less good. >> You know, I've talked about though is something that I've been really talking a lot about, and maybe I'm a little bit older, but the younger entrepreneurs, they love to be agile and everything else. But what you're doing and what you've done is really have agility, but when you have these hard times everyone uses the word pivot. Which I hate that word pivot, it means to me like, it didn't work out, I'm going to pivot to something else. But to me, I think what's available when you're using the cloud, like what new position you're in, you built an app for a use case, you had product market fit. This COVID crisis becomes a tailwind for you, because actually your app helps people that are in need, but it also might give you an opportunity to do other things really fast, which means jump on an opportunity, not necessarily pivot. I mean is that tacking, pivot? It's kind of semantics, but it's a cultural mindset. And I want to get your thoughts Jimmy on how you see your business changing where you can actually take what you've built on the trajectory in the climbs of scale, the steep learnings. And then also take new territory down, whether it's a new service, helping people in need, 'cause that's the mission. Now you have flexibility. >> Jimmy: That's right. >> Talk about how you think about that, and what are some of your opportunities that you see. >> Jimmy: Well, the reality is that financial life for people who are low-income and using safety net services changes rapid. And there's no better example of this over the last, you know, few decades than the COVID crisis. Over the past few months, people who are using food stamp benefits have had really an unprecedented challenge over the last few months. It's been tough for everyone, but our survey data shows that for people who were getting food stamp benefits and working in early March, 86% of them have now lost some source of income, or have had their hours cut. And so I think one of the things we're starting to hear from our users is just the unprecedented type of need that they're facing and that they're turning to apps like the Fresh EBT app, to help them to navigate this particular crisis. To answer questions like, "What are the nutrition programs "through the government that are available to me? "How do I get a stimulus check? "What about the unemployment program? "And just, what are the full set of safety net resources "that are available to help someone like me "to get back on my feet and to make it through "this unprecedented financial hardship?" So, to your point about pivoting, you know, it's not necessarily, I don't think of it as pivoting, I think of it as like as responding to the real changes in user need. >> Yeah, ceasing opportunity on your position of your value proposition. Jimmy talk about the company, that your company launched a new service, Project 100. What is that about? Can you take a minute to explain that? >> Project 100 is a partnership between Propel, Stand for Children and the GiveDirectly team, which is the other two are nonprofits that are focused on different aspects of serving people that are in financial need. And it is a partnership that we've created to raise a $100 million to be able to make cash transfers to a 100,000 people who use the Fresh EBT app and are in financial need. So, Propel's role in this is that we, because our app helps people that are getting their food stamp benefits, we can certify that this is a person who is in financial need and uses, essentially, the status on the food stamp program as a proxy for, this is a family who really needs help to get through this crisis. We've been fortunate to have a lot of donors who are very generous and interested in finding ways to support, you know, people that are going through these types of financial hardships. And so, we've been fortunate to raise already about $70 million through this program. But, I think we still have a ways to go to reach this $100 million goal, where we really think that, that was a material impact on helping low-income Americans weather this financial shock. >> Well, I really appreciate what you're doing and thanks for what you're doing, it's great, and I think it's a great opportunity. Got great product market fit and you got a lot of horizontal opportunities to go after as you're more successful. I also want to get your thoughts real quick on tech entrepreneurship. It's been very glamorous over the past couple decades, to be an entrepreneur, but ultimately it's about creating value. I think, you're seeing with the cloud a lot of opportunities that aren't the traditional, you know, go public, built, raise a bunch of money, really either for profit or nonprofit, really in highly social impact situations. This is a growing field and you're doing it. Can you share what you're seeing and what advice you could give folks who are really thinking about having a mission driven opportunity. >> Jimmy: Well, I think that people solve the problems that they understand, and that traditionally tech entrepreneurs understand the very specific set of challenges, because the demographics of tech entrepreneurs are a smaller set than the overall population in the United States, right? Tech entrepreneurs tend to be male, they tend to have a college education, they tend to live in cities like San Francisco or New York City, and they tend to have a lot of money. But the reality is, that's not the demographic of people who use technology in the United States and so if people solve the problems that they understand, whose going to solve the problems that people on food stamps understand, if there are not a lot of people who are on food stamps that are starting their own software companies? And so I think the power of tools like Amazon Web Services and the cloud that allow people to be able to create new technology in a record amount of time and scale that, is the ability to democratize who gets to build the technology that people use, right? It means, both being able to help people who traditionally would not have the resources to start a new type of organization, to start a new one, but it also means being able to help companies like mine identify these types of challenges, to learn about the needs that people who are low-income have and be able to scale a product. >> Phenomenal mission Propel. Jimmy Chen, CEO of Propel. If you're designing a product, or art, or anything, you got to know who you're designing it for. And great point, and people solve problems that they understand. Thank you for what you're doing. Congratulations and continue success. We'll keep in touch. Thanks for coming on the virtual CUBE, thank you. >> Jimmy: Thank you so much for having me John. >> I'm John Furrier here on theCUBE for theCUBE virtual coverage of AWS Summit Online. A virtual conference has gone a way to virtual, so is theCUBE. Until further notice, we're going to do our part in our studio in Palo Alto, the studio in Boston. Checking in with folks and getting the updates. We're all in this together, and I'm John Furrier with theCUBE. Thanks for watching. (bright music)

>> Voiceover: From New York, it's the Cube! Covering Blockchain week. Now here's John Furrier. (music) >> Hello, everyone, I'm John Furrier. We're here on the ground, exclusive coverage for Consensus 2018, part of Blockchain Week New York Hashtag us BlockchainweekNY for New York. I'm here with Jimmy Song, who's a partner at Blockchain Capital. A celebrity in the industry, original core bitcoiner, does a lot of work teaching programming- programmable programming bitcoin dot com, also- >> Programmingblockchain.com >> I mean, sorry- programmingblockchain.com On the panel, yesterday, really kind of calling out in really a provocative, in discourse way- Civil discourse, state of the blockchain. Welcome to the Cube conversation. Thanks for coming on. >> Thanks for having me, it's a pleasure. >> So, great to have you on! One, you do a lot of due diligence for Blockchain Capital out in San Francisco, you seal a lot of deals. You're in the space, been there early- on a panel, yesterday, here at the event quite a lot of fireworks going on. You were kind of throwing some haymakers out there, some Molotov cocktails, creating a provocative civil conversation around the state of blockchain- we call it blockchain-washing, where people kind of throw blockchain at something and then say, "We're good, but not good." Your thoughts on that? What was the reaction? >> Yeah, so, I mean Amber Baldet went up and she talked about her product and I just saw lots and lots of buzzwords. And I didn't know what the heck it was, and I thought the rest of the audience doesn't know what it is, either, if I can't get it. I'm a technical guy, I've been around for a while, and I don't understand what the hell this is. And really, a lot of these decks, they just show different pictures of companies and say, all these other people- it's all social signaling, right? It's not about the tech at all, or what it's all about. So I just sort of gave voice to all those people in the audience that were thinking, "What the hell is this? This doesn't make any sense." So I said, "I just see a lot of buzzwords and I don't know what this is and I'm kind of cynical about all this stuff 'cause I've seen so many decks that are like this." And I said, "I don't know if there's anything here." I think a lot of the stuff that's being sold in this industry is just snake-oil. >> Snake-oil is something that people are worried about, but also there's obviously two perspectives: One is, I'm long on the sector, I love the action, I compare to the big waves we've seen. Lot of growth coming. You can kind of easily connect those dots, but the reality is it's still maturing, still embryonic, still more work to do. There's companies out there that are trying to get on the wave. But the model of their business and/or their tech is centralized. So you can't just flip the switch and that was one of your key points. I really want to unpack that. This is a fundamental ethos and also architectural challenge You got to be compatible with the infrastructure the way it's rolling out. Describe what more in detail what you mean by your thoughts on having a decentralized either, company, or architecture. >> Yeah, so a lot of these companies are taking a centralized system and trying to add a decentralized tech into it, like a blockchain. And it doesn't work because the fundamental proposition of a blockchain is that no single person controls it. But these are companies that are trying to control it. I wrote an article yesterday, I released an article yesterday morning, in preparation for what I was going to say on the panel, in part because-- and it's called, "Why Blockchain is Hard" Large part of blockchain is it's extremely expensive in so many ways. And it doesn't really make sense to do it unless you get decentralization. But if you have a centralized point, you're having to trust that centralized entity, anyway. So, putting that thing into it doesn't really make any sense and the tech is just not a good fit. >> You and I were talking before we came on camera about our computer science backgrounds and high-fiving each other, but the bottom line is we've seen paradigms in computer science that have done a lot of these things before: Gamification, token economics, rewards programs. All kinds of things that have been done with traditional databases and distributed computing. So, the question that I hear a lot is, from people that like the wave, the sea of possibilites, they ask the question: Why blockchain? So that's the question I want to ask you. If someone's out there, looking at their business and Okay, what is this? Why blockchain? What's in it for me? How do you react to that? How do you answer that question? 'Cause it's an important one. You're either "yes" or "no"-- It's kind of, almost binary. "Yes, I'm in, it's good for me" or "not compatible." What's your response to the question? >> Yeah, so first of all, that is exactly the question you should be asking as a business person. If you're not getting any ROI out of it, then why the hell are you using it? Vast majority of the time, you're not going to get anything out of the blockchain unless you're using bitcoin or something like that which actually is sort of sound money that's not inflated away by the government and things like that. But there are aspects of the blockchain that I think are very useful. I think 99% of the products that are out there that are touting blockchain-- most of them are really looking at a technology from 1991. Public key cryptography. They just want proof that certain things happened and they want transparency around that. And if you have that, you don't really need the entire apparatus of a blockchain, you just need the public key cryptography. Why do you need the whole blockchain? It's so confusing to me why they conflate the two because it's-- public key cryptography is so much easier to understand. >> And there's some overhead involved in blockchains, it's early on. What are some of those areas that are obvious, that you can just share for the folks that aren't inside the ropes on the industry? What are the obvious areas of concern in blockchain? Latency, gas, turnaround. What are some of the things? >> From a blockchain's perspective, first of all it's extremely hard to develop. As a programmer, agile methodology, obviously, has been very popular. You iterate over and over again. Facebook's motto is "Move fast and break things." You can't do that on a blockchain. You can't move fast, you can't break anything. 'Cause if you break anything, the entire data block structure is completely corrupt and then it's no longer useful. So you have to get everything right at the first time. You have to also-- like you said about gamification-- you have to be very careful about incentives 'cause if you get the incentives wrong and someone has an economic incentive to abuse your blockchain, they're going to do it. There's also all sorts of costs from a maintenance perspective 'cause you have to not only store the data, you have thousands of nodes, everyone has to store the data, everyone has to verify the data, everyone has to transmit the data. This is 1000X the cost of a centralized database. That's a tremendous cost to pay and you could do a lot of the same things that you're looking for if you're a centralized entity already, with back-ups, receipts, audits, public key cryptography. There are ways to get a lot of the things people are touting without necessarily using this heavy, heavy, expensive slow apparatus. >> It's like building the Linux kernel when all you need is an application. >> Yeah. >> And the developer requirements are high. >> Yeah, yeah. >> As well as the overhead involved, and cost. >> Yeah. You're trying to use a construction vehicle to run your groceries, or something. >> It's crazy. >> Just find the right tool. >> What are some of the things that you could share for folks watching, either entrepreneur, developer, or business executive, that says "Hey, you know what? I want to learn more." Obviously, there's some good trends going on. The trend is your friend. You see cloud computing horizontally scalable, fully synchronous platforms. You got open source rising at a whole 'nother level, really good things going on there. Now you enter blockchain decentralized applications. What's the areas that people should focus on to go to that next level? Whether it's a toe in the water or just to jump in and get going. >> There's several things to unpack in that question. First, I think if you are interested in what blockchain technology actually is you should really study bitcoin 'cause that's really the first place it came and I would argue the only place that it actually is decentralized. Everything else has some single point of failure and most of it is not really decentralized. The other thing is, there are aspects of blockchain technology that are very interesting that you could totally utilize for your own thing. Like public key cryptography. I was talking to a startup, yesterday. They were saying, "We're going to use the blockchain to do something to optimize this part." I was like, "Why don't you just use receipts that are signed? 'Cause I think that's all you need." And they were like, "We never thought about that. We've never heard of these receipts! What the hell are receipts?" Well, they've been around for thousands of years, You could have them signed with a public key-- a private key-- and you can verify with a public key. There are all sorts of things that have been around for thirty years that you could utilize but they just don't realize that it's there. And blockchain is sort of a way to bring in into the conversation. >> Jimmy, talk about the ICO craze. Obviously, one of the things that I think is important is that when you look at these new waves of change, efficiencies are key, right? Inefficiencies get abstracted away with abstraction layers and what we see with blockchain is early indicators of where we think it might go. It takes an inefficiency and makes it efficient. No one control, maybe some democratization thrown in there. I don't see venture capital private financing-- >> Mmhmm (affirmative) >> seems to be inefficient with all the ICOs, it's like, a lot fundraising going on with ICOs. What's your take on ICOs? Good, bad, ugly, at the moment? Legit? >> I think ICOs are a broken business model. Completely broken business model. You're funding something-- you're funding a restaurant, you're selling seats to a restaurant before the building's built. Right? Or you have a menu, or anything. And the whole thing about an ICO is you have to design the incentives, there's a blockchain, most of them, right? And you have to design the incentives at the beginning and it can't ever be wrong. If it's broken in any sense, then you can't pivot! Most startups, you fund them, you believe in the people, and you go, okay, well, if it doesn't work, at least we invested in smart people that could pivot they could do something else. You can't do that with an ICO. And right now, my take on it is, the reason that they're getting funded is there's a big public demand for asymmetric payoffs. That's why lotteries are popular. But the government no longer has more or less a monopoly on lotteries. You have ICOs and things of that nature so, I don't know. I just don't see them as being a legit business model or that many good things coming out of it because they are, more or less, kickstarters where the people that are delivering don't have to deliver anything to take the money. >> It sounds like a great thing if you want free cash. It's not a business model, I agree. Is it a mechanism? Do they hang around? Does it morph? Or does it just completely go away in your mind? >> I was talking more about utility tokens. I think security tokens might have a place, so if you already have a business and you want to securitize it, sort of outside that investment banking infrastructure, that might make sense. You have efficient distribution mechanism for dividends or something like that and preferred shares, whatever. That could be useful and it does sort of take out some middle-men. But as far as ICOs as they're currently construed as a way to raise money, not really. >> Jimmy, I want to ask you: we've seen three kinds of companies in the ICO space. Startups selling seats to a restaurant that doesn't exist, yet. Not going to last long. Okay, put that aside. And then, the Hail Mary play. "Shit, we're going out business!" It used to be open source, now let's do an ICO. So, we got to guess and throw money at the wall-- we do a Hail Mary. >> Uh huh (affirmative) And then the middle one is growth opportunities. Some companies that say "Hey, you know what? We have a decentralized-- we might have token economics built into our model. We could actually turn this into a growth strategy for our business-- both business model and technology platform. For those companies, what does that picture look like and what is your recommendation for someone, entrepreneurial or techie, to take their business and create a growth strategy, both CTO, CEO-level approach? What's your view? >> I've actually heard a term of exactly what you're describing and it's called the reverse ICO. And it's these companies that exist that can't raise any funding so they use an ICO to raise money. I actually don't know how that's going to shake out or whether or not it's recommended 'cause we really haven't seen much of it, yet. >> It's a pivot. >> It's a pivot and a way to get money that's in a cheap way. I don't know how long it lasts. >> Well, legit growth company-- say, self-funding or done some V.C. Say some guy's going, "Hey, we want to grow. We have traction. We're an existing business. And I have some databases. I might want to open it up and do token economics or apply blockchain if available." What should they do? What's the vision of how a growth strategy-- a real growth strategy can be built? >> Man, I wish I could answer that question, 'cause I might try it! >> I know, that's why I'm asking. It's the million-zillion-dollar-question. >> It's really difficult to know and I encourage entrepreneurs to experiment in this area and obviously if you were doing unethical I wouldn't recommend it at all but if there's a real way that you can do it without screwing up, screwing your investors or your users or your employees, then by all means, try it! But I'm not going to tell you that something's going to be successful. I really don't know. >> Jimmy, thanks for spending the time, I know you're super busy. I know your voice is going-- you've been on panels. You've been doing a lot of networking, meeting a lot of folks. Thanks for spending time here on the Cube. I really appreciate it. >> Thank you so much, it was a lot of fun. >> We're here on the ground in New York City for Blockchain Week. This is Consensus 2018, Silicon Angle the Cube Coverage. I'm John Furrier, thanks for watching more coverage here at thecube.net (music)

>>Hey everyone. Hello from Las Vegas. Lisa Martin here with you, and I'm on the show floor at Reinvent. But we have a very special program series that the Cube has been doing called Women of the Cloud. It's brought to you by aws and I'm so pleased to have an excellent panel of women leaders in technology and in cloud to talk about their tactical recommendations for you, what they see as found, where they've helped organizations be successful with cloud. Please welcome my three guests, Tara Kapor, president and Chief Revenue Officer, consulting and Digital Transformations, NTT Data. We have Rachel Mu, aws, head of North America, partner sales from aws, and Jimmy Barnes joins us as well, managing director, investment banking engineering at Goldman Sachs. It is so great to have you guys on this power panel. I love it. Thank you for joining me. >>Thank >>You. Let's start with you. Give us a little bit of, of your background at NTT Data and I, and I understand NTT has a big focus on women in technology and in stem. Talk to us a little bit about that and then we'll go around the table. >>Perfect, thank you. Thank you. So brand new role for me at Entity Data. I started three months back and it's a fascinating company. We are about 22 billion in size. We work across industries on multiple innovative use cases. So we are doing a ton of work on edge analytics in the cloud, and that's where we are here with aws. We are also doing a ton of work on the private 5G that we are rolling out and essentially building out industry-wide use cases across financial services, manufacturing, tech, et cetera. Lots of women identity. We essentially have women run cloud program today. We have a gal called Nore Hanson who is our practice leader for cloud. We have Matine who's Latifa, who's our AWS cloud leader. We have Molly Ward who leads up a solutions on the cloud. We have an amazing lady in Mona who leads up our marketing programs. So a fantastic plethora of diverse women driving amazing work identity on cloud. >>That's outstanding to hear because it's one of those things that you can't be what you can't see. Right. We all talk about that. Rachel, talk a little bit about your role and some of the focus that AWS has. I know they're big customer obsession, I'm sure obsessed with other things as well. >>Sure. So Rachel Muir, pleased to be here again. I think this will be my third time. So a big fan of the Cube. I'm fortunate enough to lead our North America partner and channel business, and I'll tell you, I've been at AWS for a little under two years, and honestly, it's been probably the best two years of my career. Just in terms of where the cloud is, where it's headed, the business outcomes that we can deliver with our customers and with our partners is absolutely remarkable. We get to, you know, make the impossible possible every day. So I'm, I'm thrilled to be here and I'm thrilled to, to be part of this inaugural Women of the Cloud panel. >>Oh, I'm prepared to have all three of you. One of the things that feedback, kind of pivoting off what, Rachel, one of the things that you said that one of our guests, some of several of our guests have said is that coming out of Adams keynote this morning, it just seems limitless what AWS can do and I love that it gives me kind of chills what they can do with cloud computing and technology, with its ecosystem of partners with its customers like Goldman Sachs. Jimmy, talk to us a little bit about you, your role at Goldman Sachs. You know, we think of Goldman Sachs is a, is a huge financial institution, but it's also a technology company. >>Yeah. I mean, since the age of 15 I've been super passionate about how we can use technology to transform business and simplify modernized business processes. And it's, I'm so thrilled that I have the opportunity to do that at Goldman Sachs as an engineer. I recently moved about two years ago into the investment banking business and it's, you know, it's best in class, one of the top companies in terms of mergers and acquisitions, IPOs, et cetera. But what surprised me is how technology enables all the businesses across the board. Right? And I get to be leading the digital platform for building out the digital platform for in the investment banking business where we're modernizing and transforming existing businesses. These are not new businesses. It's like sometimes I liken it to trying to change the train while it's moving, right? These are existing businesses, but now we get to modernize and transform on the cloud. Right. Not just efficiency for the business by efficiency for technologists as >>Well. Right, right. Sticking with you, Jimmy. I wanna understand, so you've been, you've been interested in tech since you were young. I only got into tech and accidentally as an adult. I'm curious about your career path, but talk to us about that. What are some of the recommendations that you would have for other women who might be looking at, I wanna be in technology, but I wanna work for some of the big companies and they don't think about the Goldman Sachs or some of the other companies like Walmart that are absolutely technology driven. What's your advice for those women who want to grow their career? >>I also, growing up, I was, I was interested in various things. I, I loved doing hair. I used to do my own hair and I used to do hair for other students at school and I was also interested in running an entertainment company. And I used actually go around performing and singing and dancing with a group of friends, especially at church. But what amazed me is when I landed my first job at a real estate agent and everything was being done manually on paper, I was like, wow, technology can bring transformation anywhere and everywhere. And so whilst I have a myriad of interest, there's so many ways that technology can be applied. There's so many different types of disciplines within technology. It's not, there's hands on, like I'm colder, I like to code, but they're product managers, there are business analysts, there are infrastructure specialist. They're a security specialist. And I think it's about pursuing your passion, right? Pursuing your passion and identifying which aspects of technology peak your interest. And then diving in. >>Love that. Diving in. Rachel, you're shaking your head. You definitely are in alignment with a lot of what >>Duties I am. So, you know, interesting enough, I actually started my career as a civil engineer and eventually made it into, into technology. So very similar. I saw in, you know, heavy highway construction how manual some of these processes were. And mind you, this was before the cloud. And I sat down and wrote a little computer program to automate a lot of these manual tasks. And for me it was about simplification of the customer journey and really figuring out how do you deliver value. You know, on fast forward, say 20 plus years, here I am with AWS who has got this amazing cloud platform with over 200 services. And when I think about what we do in tech, from business transformation to modernizing to helping customers think about how do they create new business models, I've really found, I've really found my sweet spot, and I'll say for anyone who wants to get into tech or even switch careers, there's just a couple words of advice that I have. And it's really two words, just start. >>Yes, >>That's it. Just start. Because sometimes later becomes never. And you know, fuel your passion, be curious, think about new things. Yes. And just >>Start, I love that. Just start, you should get t-shirts made with that. Tell me a little bit about some of your recommendations. Obviously just start is great when follow your passion. What would you say to those out there looking to plan the letter? >>So, you know, my, my story's a little bit like jus because I did not want to be in tech. You know, I wanted an easy life. I did well in school and I wanted to actually be an air hostess. And when I broke that to my father, you know, the standard Indian person, now he did, he, you know, he wanted me to go in and be an engineer. Okay? So I was actually push into computer engineering, graduated. But then really two things today, right? When I look back, really two pieces, two areas I believe, which are really important for success. One is, you know, we need to be competent. And the second is we need to be confident, right? Yes, yes. It's so much easier to be competent because a lot of us diverse women, diverse people tend to over rotate on knowing their technical skills, right? Knowing technical skills important, but you need to know how to potentially apply those to business, right? Be able to define a business roi. And I see Julie nodding because she wants people to come in and give her a business ROI for programs that you're executing at Goldman Sachs. I presume the more difficult part though is confidence. >>Absolutely. It's so hard, especially when, when we're younger, we don't know. Raise your hand because I guarantee you either half the people in the, in the room or on the zoom these days weren't listening or have the same question and are too afraid to ask because they don't have the confidence. That's right. Give me, let's pivot on confidence for a minute, Jim, and let's go back to how would you advise your younger self to find your confidence? >>That's, that's a tough one because I feel like even this older self is still finding exercise to, to be real. But I think it's about, I would say it's not praise. I think it's about praising yourself, like recognizing your accomplishments. When I think about my younger self, I think I, I like to focus more on what I didn't do or what I didn't accomplish, instead of majoring and focusing on all the accomplishments and the achievements and reminding myself of those day after day after day. And I think it's about celebrating your wins. >>I love that. Celebrating your wins. Do you agree, Rachel? >>I do. Here's the hard part, and I look around this table of amazing business leaders and I can guarantee that every single one of us sometime this year woke up and said, oh my gosh, I don't know how to do that. Oh >>Yeah. But >>What we haven't followed that by is, I don't know how to do that yet. Right. And here's the other thing I would tell my younger self is there will be days where every single one of us falls apart. There will be days when we feel like we failed at work. There will be days when you feel like you failed as a parent or you failed as a spouse. There'll be days where you have a kid in the middle of target screaming and crying while you're trying to close a big business deal and you just like, oh my gosh, is this really my life? But what I would tell my younger self is, look, the crying, the chaos, the second guessing yourself, the successes, every single one of those are milestones. And it's triumphant, it's tragic, but every single thing that we have been through is fiercely worthwhile. And it's what got us >>Here. Absolutely. Absolutely. Think of all the trials and tribulations and six and Zacks that got you to this table right now. Yep. So Terry, you brought up confidence. How would you advise the women out there won't say you're gonna know stuff. The women out there now that are watching those that are watching right there. Hi. How would you advise them to really find their, their ability to praise themselves, recognize all of the trials and the tribulations as milestones as Rachel said, and really give themselves a seat at the table, raise their hand regardless of who else is in the room? >>You know, it's a, it's a more complex question just because confidence stems from courage, right? Confidence also stems from the belief that you're going to be treated fairly right now in an organization for you to be treated fairly. You need to have, be surrounded by supporters that are going to promote your voice. And very often women don't invest enough in building that support system around them. Yeah. Right. We have mentors, and mentors are great because they come in and they advise us and they'll tell us what we need to go out and do. We really need a team of sponsors Yes. Who come in and support us in the moment in the business. Give us the informal channel because very often we are not plugged into the informal channel, right. So we don't get those special projects or assignments or even opportunities to prove that we can do the tough task. Yeah. So, you know, my, my advice would be to go out and build a network of sponsors. Yes. And if you don't have one, be a sponsor for someone else. That's right. I love that. Great way to win sponsorship is by extending it todos. >>And sometimes too, it's about, honestly, I didn't even know the difference between a mentor and a sponsor until a few years ago. And I started thinking, who are I? And then I started realizing who they were. That's right. And some of the conversations that we've had on the cube about women in technology, women of the cloud with some of the women leaders have said, build, and this is kind of like, sort of what you were saying, build your own personal board of directors. Yeah. And that, oh, it gives me chills. It's just, it's so important for, for not just women, but anybody, for everybody. But it's so important to do that. And if you, you think about LinkedIn as an example, you have a network, it's there, utilize it, figure out who your mentors are, who your sponsors are, who are gonna help you land the next thing, start building that reputation. But having that board of directors that you can kind of answer to or have some accountability towards, I think is hugely very >>Important. Yeah. >>Very important. I think, you know, just for, just for those that are listening, a really important distinction for me was mentors are people that you have that help you with, Hey, here's the situation that you were just in. They advise you on the situation. Sponsors are the people that stick up for you when you're not in the room to them. Right. Sponsors are the ones that say, Hey, I think so and so not only needs to have a seat at the table, but they need to build the table. And that's a really important delineation. Yeah. Between mentors and sponsors. And everybody's gotta have a sponsor both within their company and outside of their company. Someone that's advocating for them on their behalf when they don't even know it. Yeah. Yeah. >>I love that you said that. Build the table. It reminds me of a quote that I heard from Will I am, I know, very random. It was a podcast he did with Oprah Winfrey on ai. He's very into ai and I was doing a panel on ai, so I was doing a lot of research and he said, similar for Rachel to build the table, don't wait for a door to open. You go build a door. And I just thought, God, that is such brilliant advice. It is. It's hard to do. It is. Especially when, you know, the four of us in this room, there's a lot of women around here, but we are in an environment where we are the minority women of color are also the minority. What do you guys think where tech is in terms of de and I and really focusing on De and I as as really a very focused strategic initiative. Turner, what do you think? >>So, you know, I just, I, I spoke earlier about the women that we have at Entity Data, right? We have a fabulous team of women. And joining this team has been a moment of revelation for me coming in. I think to promote dni, we all need to start giving back, right? Yes. So today, I would love to announce that we at Entity would like to welcome all of you out there. You know, folks that have diverse ideas, you know, ISV, partners with diverse solutions, thought leaders out there who want to contribute into the ecosystem, right? Customers out there who want to work with companies that are socially responsible, right? We want to work with all of you, come back, reach out to us and be a part of the ecosystem because we can build this together, right? AWS has an amazing platform that gives us an opportunity to do things differently. Yes. Right. Entity data is building a women powered cloud team. And I want to really extend that out to everyone else to be a part this ecosystem, >>But a fantastic opportunity. You know, when we talk about diversity and inclusion and equity, it needs to be intentional for organization. It sounds very intentional at ntt. I know that that intention is definitely there at AWS as well. What are your thoughts on where tech is with respect to diversity? Even thought diversity? Because a lot of times we tend to go to our comfort zones. We do. And so we tend to start creating these circles of kind of like, you know, think tanks and they think alike people to go outside of that comfort zone. It's part of building the table, of building the, is the table and getting people from outside your comfort zone to come in and bring in diverse thought. Because can you imagine the potential of technology if we have true thought diversity in an organization? >>Right? It's, it's incredible. So one of the things that I always share with my team is we've got the opportunity to really change the outcome, right? As you know, you talked about Will I am I'm gonna talk about Bono from you too, right? One of, one of his favorite quotes is, we are the people we've been waiting for. Oh, I love that. And when you think about that, that is us. There is no one else that's gonna change the outcome and continue to deliver some of the business outcomes and the innovation that we are if we don't continue to raise our hand and we don't continue to, to inspire the next generation of leaders to do the same thing. And what I've found is when you start openly sharing what your innovation ideas are or how you're leveraging your engineering background, your stories and your successes, and, and frankly, some of your failures become the inspiration for someone you might not even know. Absolutely. And that's the, you know, that's the key. You're right. Inclusion, diversity, equity and accessibility, yes. Have to be at the forefront of every business decision. And I think too often companies think that, you know, inclusion, diversity, equity and accessibility is one thing, and business outcomes are another. And they're not. No, they are one in the same. You can't build business outcomes without also focusing on inclusion, diversity, equity, accessibility. That's the deliberate piece. >>And, and it has to be deliberate. Jimmy, I wanna ask you, we only have a couple of minutes left, but you're a woman in tech, you're a woman of color. What was that like for you? You, you were very intentional knowing when you were quite young. Yeah. What you wanted to do, but how have you navigated that? Because I can't imagine that was easy. >>It wasn't. I remember, I always tell the story and the, the two things that I really wanted to emphasize today when I thought about this panel is rep representation matters and showing up matters, right? And there's a statement, there's a flow, I don't know who it's attributed to, but be the change you want to see. And I remember walking through the doors of Goldman Sachs 15 years ago and not seeing a black female engineer leader, right? And at that point in time, I had a choice. I could be like, oh, there's no one look like, there's no one that looks like me. I don't belong here. Or I could do what I actually did and say, well, I'm gonna be that person. >>Good, >>Right? I'm going to be the chain. I'm going to show up and I am going to have a seat at the table so that other people behind me can also have a seat at the table. And I think that I've had the privilege to work for a company who has been inclusive, who has had the right support system, the right structures in place, so that I can be that person who is the first black woman tech fellow at Goldman Sachs, who is one of the first black females to be promoted up the rank as a, from analysts to managing director at the company. You know, that was not just because I determined that I belong here, but because the company ensure that I felt that I belong. >>Right. >>That's a great point. They ensure that you felt that. Yeah. You need to be able to feel that. Last question, we've only got about a minute left. 2023 is just around the corner. What comes to your mind, Jimmy will stick with you as you head into the new year. >>Sorry, can you repeat >>What comes to mind priorities for 2023 that you're excited about? >>I'm excited about the democratization of data. Yeah. I'm excited about a lot of the announcements today and I, I think there is a, a huge shift going on with this whole concept of marketplaces and data exchanges and data sharing. And I think both internally and externally, people are coming together more. Companies are coming together more to really de democratize and make data available. And data is power. But a lot of our businesses are running, running on insights, right? And we need to bring that data together and I'm really excited about the trends that's going on in cloud, in technology to actually bring the data sets together. >>Touro, what are you most excited about as we head to 2023? >>I think I'm really excited about the possibilities that entity data has right here, right now, city of Las Vegas, we've actually rolled out a smart city project. So saving citizens life, using data edge analytics, machine learning, being able to predict adverse incidents before they happen, and then being able to take remediation action, right? So that's technology actually working in real time to give us tangible results. We also sponsor the Incar races. Lots of work happening there in delivering amazing customer experience across the platform to millions of users real time. So I think I'm just excited about technology coming together, but while that's happening, I think we really need to be mindful at this time that we don't push our planet into per right. We need to be sustainable, we need to be responsible. >>Absolutely. Rachel, take us out. What are you most excited about going into 2023? >>So, you know, there are so many trends that are, that we could talk about, but I'll tell you at aws, you know, we're big. We, we impact the world. So we've gotta be really thoughtful and humble about what it is that we do. So for me, what I'm most excited about is, you know, one of our leadership principles is about, you know, with what broad responsibility brings, you know, you've got to impact sustainability and many of those other things. And for me, I think it's about waking up every day for our customers, for our partners, and for the younger generations. And being better, doing better, and making better for this planet and for, you know, the future generations to come. So >>I think your tag line just start applies to all of that. It does. It has been an absolute pleasure. And then really an honor to talk to you on the program. Thank you all for joining me, sharing your experiences, sharing what you've accomplished, your recommendations for those others who might be our same generation or older or younger. All really beautiful advice. Thank you so much for your time and your insights. We appreciate it. >>Thank you. Thank you. >>For my guests, I'm Lisa Martin. You're watching The Cube, the leader in live enterprise and emerging tech coverage. Thanks for watching.

>>Hello everyone and welcome back to Las Vegas. I've got my jazz hands because I am very jazzed to be here at AWS Reinvent Live from the show floor all week. My name is Savannah Peterson, joined with the infamous John Farer. John, how you feeling >>After feeling great? Love? What's going on here? The vibe is a cloud, cloud native. Lot of security conversation, data, stuff we love Cloud Native, >>M I >>A L, I mean big news. Security, security, data lake. I mean, who would've thought Amazon have a security data lake? You know, e k s, I mean >>You might have with that tweet you had out >>Inside outside the containers. Reminds me, it feels like coan here. >>It honestly, and there's a lot of overlap and it's interesting that you mention CubeCon because we talked to the next company when we were in Detroit just a couple weeks ago. Teleport E is the CEO and founder F Welcome to the show. How you doing? >>I'm doing well. Thank you for having me today. >>We feel very lucky to have you. We hosted Drew who works on the product marketing side of Teleport. Yeah, we got to talk caddies and golf last time on the show. We'll talk about some of your hobbies a little bit later, but just in case someone's tuning in, unfamiliar with Teleport, you're all about identity. Give us a little bit of a pitch, >>Little bit of our pitch. Teleport is the first identity native infrastructure access platform. It's used by engineers and it's used by machines. So notice that I used very specific choice of words first identity native, what does it mean? Identity native? It consists of three things and we're writing a book about those, but I'll let you know. Stay >>Tuned on that front. >>Exactly, yes, but I can talk about 'em today. So the first component of identity, native access is moving away from secrets towards true identity. The secrets, I mean things like passwords, private keys, browser cookies, session tokens, API keys, all of these things is secrets and they make you vulnerable. The point is, as you scale, it's absolutely impossible to protect all of the seekers because they keep growing and multiplying. So the probability of you getting hacked over time is high. So you need to get rid of secrets altogether that that's the first thing that we do. We use something called True Identity. It's a combination of your biometrics as well as identity of your machines. That's tpms, HSMs, Ubikes and so on, so forth. >>Go >>Ahead. The second component is Zero Trust. Like Teleport is built to not trust the network. So every resource inside of your data center automatically gets configured as if there is no perimeter it, it's as safe as it was on the public network. So that's the second thing. Don't trust the network. And the third one is that we keep access policy in one place. So Kubernetes clusters, databases on stage, rdp, all of these protocols, the access policy will be in one place. That's identity. Okay, >>So I'm, I'm a hacker. Pretend I'm a hacker. >>Easy. That sounds, >>That sounds really good to me. Yeah, I'm supposed to tell 'em you're hacker. Okay. I can go to one place and hack that. >>I get this question a lot. The thing is, you want centralization when it comes to security, think about your house being your AWS account. Okay? Everything inside your furniture, your valuable, like you'll watch collection, like that's your data, that's your servers, paper clusters, so and so forth. Right Now I have a choice and your house is in a really bad neighborhood. Okay, that's the bad internet. Do you wanna have 20 different doors or do you want to have one? But like amazing one, extremely secure, very modern. So it's very easy for you to actually maintain it and enforce policy. So the answer is, oh, you probably need to have >>One. And so you're designing security identity from a perspective of what's best for the security posture. Exactly. Sounds like, okay, so now that's not against the conventional wisdom of the perimeter's dead, the cloud's everywhere. So in a way kind of brings perimeter concepts into the posture because you know, the old model of the firewall, the moat >>It Yeah. Just doesn't scale. >>It doesn't scale. You guys bring the different solution. How do you fit into the new perimeters dead cloud paradigm? >>So the, the way it works that if you are, if you are using Teleport to access your infrastructure, let's just use for example, like a server access perspective. Like that machine that you're accessing doesn't listen on a network if it runs in Teleport. So instead Teleport creates this trusted outbound tunnels to the proxy. So essentially you are managing devices using out going connection. It's kind of like how your phone runs. Yeah. Like your phone is actually ultimate, it's like a teleport like, like I It's >>Like teleporting into your environment. >>Yeah, well play >>Journal. But >>Think about actually like one example of an amazing company that's true Zero trust that we're all familiar with would be Apple. Because every time you get a new iOS on your phone, the how is it different from Apple running massive software deployment into enormous cloud with billions of servers sprinkle all over the world without perimeter. How is it possible That's exactly the kind of technology that Teleports >>Gives you. I'm glad you clarified. I really wanted to get that out on the table. Cuz Savannah, this is, this is the paradigm shift around what an environment is Exactly. Did the Apple example, so, okay, tell 'em about customer traction. Are people like getting it right away? Are their teams ready? Are they go, oh my god this is >>Great. Pretty much you see we kinda lucky like in a, in a, like in this business and I'm walking around looking at all these successful startups, like every single one of them has a story about launching the right thing at just the right like moment. Like in technology, like the window to launch something is extremely short. Like months. I'm literally talking months. So we built Teleport started to work on it in like 2015. It was internal project, I believe it or not, also a famous example. It's really popular like internal project, put it on GitHub and it sat there relatively unnoticed for a while and then it just like took off around 2000 >>Because people start to feel the pain. They needed it. Exactly, >>Exactly. >>Yeah. The timing. Well and And what a great way to figure out when the timing is right? When you do something like that, put it on GitHub. Yeah. >>People >>Tell you what's up >>Yeah's Like a basketball player who can just like be suspended in the air over the hoop for like half the game and then finally his score and wins >>The game. Or video gamer who's lagged, everyone else is lagging and they got the latency thing. Exactly. Thing air. Okay. Talk about the engineering side. Cause I, I like this at co con, you mentioned it at the opening of this segment that you guys are for engineers, not it >>Business people. That's right. >>Explain that. Interesting. This is super important. Explain why and why that's resonating. >>So there is this ongoing shift on more and more responsibilities going to engineers. Like remember back in the day before we even had clouds, we had people actually racking servers, sticking cables into them, cutting their fingers, like trying to get 'em in. So those were not engineers, they were different teams. Yeah. But then you had system administrators who would maintain these machines for you. Now all of these things are done with code. And when these things are done with code and with APIs, that shifts to engineers. That is what Teleport does with policy. So if you want to have a set of rules that govern who or what and when under what circumstances can access what data like on Kubernetes, on databases, on, on servers wouldn't be nice to use code for it. So then you could use like a version control and you can keep track of changes. That's what teleport enables. Traditionally it preferred more kind of clicky graphical things like clicking buttons. And so it's just a different world, different way of doing it. So essentially if you want security as code, that's what Teleport provides and naturally this language resonates with this persona. >>Love that. Security is coding. It's >>A great term. Yeah. Love it. I wanna, I wanna, >>Okay. We coined it, someone else uses it on the show. >>We borrow it >>To use credit. When did you, when did you coin that? Just now? >>No, >>I think I coined it before >>You wanted it to be a scoop. I love that. >>I wish I had this story when I, I was like a, like a poor little 14 year old kid was dreaming about security code but >>Well Dave Ante will testify that I coined data as code before anyone else but it got 10 years ago. You >>Didn't hear it this morning. Jimmy actually brought it back up. Aws, you're about startups and he's >>Whoever came up with lisp programming language that had this concept that data and code are exact same thing, >>Right? We could debate nerd lexicon all day on the cube. In fact, that could even be a segment first >>Of we do. First of all, the fact that Lisp came up on the cube is actually a milestone because Lisp is a very popular language for object-oriented >>Grandfather of everything. >>Yes, yes, grandfather. Good, good. Good catch there. Yeah, well done. >>All right. I'm gonna bring us back. I wanna ask you a question >>Talking about nerd this LIS is really >>No, I think it's great. You know how nerdy we can get here though. I mean we can just hang out in the weeds the whole time. All right. I wanna ask you a question that I asked Drew when we were in Detroit just because I think for some folks and especially the audience, they may not have as distinctive a definition as y'all do. How do you define identity? >>Oh, that's a great question. So identity as a term was, it was always used for security purposes. But most people probably use identity in the context of single signon sso. Meaning that if your company uses identity for access, which instead of having each application have an account for you, like a data entry with your first name, last name emails and your role. Yeah. You instead have a central database, let's say Okta or something like that. Yep. And then you, you use that to access everything that's kind of identity based access because there is a single source of identity. What we say is that we, that needs to be extended because it it no longer enough because that identity can be stolen. So if someone gets access to your Okta account using your credentials, then they can become you. So in order for identity to be attached to you and become your true identity, you have to rely on physical world objects. That's biometrics your facial fingerprint, like your facial print, your fingerprints as well as biometric of your machine. Like your laptops have PPM modules on it. They're absolutely unique. They cannot be cloned stolen. So that is your identity as well. So if you combine whatever is in Octa with the biker chip in this laptop and with your finger that collectively is your true identity, which cannot be stolen. So it's can't be hacked. >>And someone can take my finger like they did in the movies. >>So they would have to do that. And they would also have to They'd >>Steal your match. Exactly, exactly. Yeah. And they'd have to have your eyes >>And they have to, and you have >>Whatever the figure that far, they meant what >>They want. So that is what Drew identity is from telecom and >>Biometric. I mean it's, we're so there right now it's, it's really not an issue. It's only getting faster and better to >>Market. There is one important thing I said earlier that I want to go back to that I said that teleport is not just for engineers, it's also for machines. Cuz machines they also need the identity. So when we talk about access silos and that there are many different doors into your apartment, there are many different ways to access your data. So on the infrastructure side, machines are doing more and more. So we are offloading more and more tasks to them. That's a really good, what do machines use to access each other? Biome? They use API keys, they use private keys, they use basically passwords. Yeah. Like they're secrets and we already know that that's bad, right? Yeah. So how do you extend biometrics to machines? So this is why AWS offers cloud HSM service. HSM is secure hardware security module. That's a unique private key for the machine that is not accessible by anyone. And Teleport uses that to give identities to machines. Does do >>Customers have to enable that themselves or they have that part of a Amazon, the that >>Special. So it's available on aws. It's available actually in good old, like old bare metal machines that have HSMs on them on the motherboard. And it's optional by the way Teleport can work even if you don't have that capability. But the point is that we tried, you >>Have a biometric equivalent for the machines with >>Take advantage of it. Yeah. It's a hardware thing that you have to have and we all have it. Amazon sells it. AWS sells it to us. Yeah. And Teleport allows you to leverage that to enhance security of the infrastructure. >>So that classic hardware software play on that we're always talking about here on the cube. It's all, it's all important. I think this is really fascinating though. So I had an on the way to the show, I just enrolled in Clear and I had used a different email. I enrolled for the second time and my eyes wouldn't let me have two accounts. And this was the first time I had tried to sort of hack my own digital identity. And the girl, I think she was humoring me that was, was kindly helping me, the clear employee. But I think she could tell I was trying to mess with it and I wanted to see what would happen. I wanted to see if I could have two different accounts linked to my biometric data and I couldn't it, it picked it up right away. >>That's your true >>Identity. Yeah, my true identity. So, and forgive me cuz this is kind of just a personal question. It might be a little bit finger finger to the wind, but how, just how much more secure if you could, if you could give us a, a rating or a percentage or a a number. How much more secure is leveraging biometric data for identity than the secrets we've been using historically? >>Look, I could, I played this game with you and I can answer like infinitely more secure, right? Like but you know how security works that it all depends on implementation. So let's say you, you can deploy teleport, you can put us on your infrastructure, but if you're running, let's say like a compromised old copy of WordPress that has vulnerability, you're gonna get a hack through that angle. But >>Happens happens to my personal website all the time. You just touched Yeah, >>But the fact is that we, I I don't see how your credentials will be stolen in this system simply because your TPM on your laptop and your fingerprint, they cannot be downloaded. They like a lot of people actually ask us a slightly different question. It's almost the opposite of it. Like how can I trust you with my biometrics? When I use my fingerprint? That's my information. I don't want the company I work at to get my fingerprint people. I think it's a legit question to ask. >>Yeah. And it's >>What you, the answer to that question is your fingerprint doesn't really leave your laptop teleport doesn't see your fingerprint. What happens is when your fingerprint gets validated, it's it's your laptop is matching what's on the tpm. Basically Apple does it and then Apple simply tells teleport, yep that's F or whoever. And that's what we are really using. So when you are using this form authentication, you're not sharing your biometric with the company you work at. >>It's a machine to human confirmation first and >>Then it's it. It's basically you and the laptop agreeing that my fingerprint matches your TPM and if your laptop agrees, it's basically hardware does validation. So, and teleport simply gets that signal. >>So Ed, my final question for you is here at the show coupon, great conversations there for your company. What's your conversations here like at reinvent? Are you meeting with Amazon people, customers? What are some of the conversations? Because this is a much broader, I mean it's still technical. Yep. But you know, a lot of business kind of discussions, architectural refactoring of organizations. What are some of the things that you're talking about here with Telepo? What are, >>So I will mention maybe two trends I observed. The first one is not even security related. It's basically how like as a cloud becomes more mature, people now actually at different organizations develop their own internal ways of doing cloud properly. And they're not the same. Because when cloud was earlier, like there were this like best practices that everyone was trying to follow and there was like, there was just a maybe lack of expertise in the world and and now finding that different organizations just do things completely different. Like one, like for example, yeah, like some companies love having handful, ideally just one enormous Kubernetes cluster with a bunch of applications on it. And the other companies, they create Kubernetes clusters for different workloads and it's just like all over the map and both of them are believed that they're doing it properly. >>Great example of bringing in, that's Kubernetes with the complexity. And >>That's kind of one trend I'm noticing. And the second one is security related. Is that everyone is struggling with the access silos is that ideally every organization is dreaming about a day, but they have like one place which is which with great user experience that simply spells out this is what policy is to access this particular data. And it gets a automatically enforced by every single cloud provider, but every single application, but every single protocol, but every single resource. But we don't have that unfortunately Teleport is slowly becoming that, of course. Excuse me for plugging >>TelePro. No, no worries. >>But it is this ongoing theme that everyone is can't wait to have that single source of truth for accessing their data. >>The second person to say single source of truth on this stage in the last 24 >>Hours or nerds will love that. I >>Know I feel well, but it's all, it all comes back to that. I keep using this tab analogy, but we all want everything in one place. We don't wanna, we don't wanna have to be going all over the place and to look for >>Both. Because if it's and everything else places, it means that different teams are responsible for it. Yeah. So it becomes this kind of internal information silo as well. So you not even, >>And the risks and liabilities there, depending on who's overseeing everything. That's awesome. Right? So we have a new challenge on the cube specific to this show thing of this as your 30 minute or 30 minute that would be bold. 32nd sizzle reel, Instagram highlight. What is your hot take? Most important thing, biggest theme of the show this year. >>This year. Okay, so here's my thing. Like I want cloud to become something I want it to be. And every time I come here and I'm like, are we closer? Are we closer? So here's what I want. I want all cloud providers collectively to kind of merge. So then when we use them, it feels like we are programming one giant machine. Kind of like in the matrix, right? The movie. So like I want cloud to feel like a computer, like to have this almost intimate experience you have with your laptop. Like you can like, like do this and the laptop like performs the instructions. So, and it feels to me that we are getting closer. So like walking around here and seeing how everything works now, like on the single signon on from a security perspective, there is so that consolidation is finally happening. So it's >>The software mainframe we used to call it back in 2010. >>Yeah, yeah. Just kind of planetary scale thing. Yes. It's not the Zuckerberg that who's building metaverse, it's people here at reinvent. >>Unlimited resource for developers. Just call in. Yeah, yeah. Give me some resource, spin me up some, some compute. >>I would like alter that slightly. I would just basically go and do this and you shouldn't even worry about how it gets done. Just put instructions into this planetary mainframe and mainframe will go and figure this out. Okay. >>We gotta take blue or blue or red pill. I >>Know. I was just gonna say y'all, we are this, this, this, this segment is lit. >>We got made tricks. We got brilliant. We didn't get super cloud in here but we, we can weave that in. We got >>List. We just said it. So >>We got lisp. Oh great con, great conversation. Cloud native. >>Outstanding conversation. And thank you so much for being here. We love having teleport on the show. Obviously we hope to see you back again soon and and Drew as well. And thank all of you for tuning in this afternoon. Live from Las Vegas, Nevada, where we are hanging out at AWS Reinvent with John Furrier. I'm Savannah Peterson. This is the Cube. We are the source for high tech coverage.

(upbeat music) >> Okay, welcome back everyone. The cube coverage of AWS re:Mars, 2022. I'm John Furrier, host of theCUBE. We got Eric Foellmer, vice president of marketing at Boston Dynamics. Famous for Spot. We all know, we've seen the videos, zillion views. Mega views all over the internet. The dog robotics, it's famous. Rolls over, bounces up and down. I mean, how many TikTok videos are out there? Probably a ton. >> Oh, Spot is- Spot is world famous (John laughs) at this point, right? So it's the dance videos, and all the application videos that we have out there. Spot is become has become world famous. >> Eric, thanks for joining us on theCUBE here at re:Mars. This show really is back. There was still a pandemic hiatus there. But it's not a part of the re's. It's re Mars, reinforcement of security, and then reinvent the flagship show for AWS. But this show is different. It brings together a lot of disciplines. But it's converging in on what we see as the next general- Industrial space is a big poster child for that. Obviously in space, it's highly industrial, highly secure. Machine learning's powering all the devices. You guys have been in this, I mean a leader, in a robotics area. What's this show about? I mean, what's really happening here. What if you had to boil the essence of the top story of what's happening here? What would it be? >> So the way that I look at this show is it really is a convergence of innovation. Like this is really just the cutting edge of the innovation that's really happening throughout robotics, but throughout technology in general. And you know, part of this cultural shift will be to adopt these types of technologies in our everyday life. And I think if you ask any technology specialist here or any innovator here or entrepreneur. They'll tell you that they want their technologies to become ubiquitous in society, right? I mean, that's really what everyone is sort of driving towards from the perspective of- >> And we, and we got some company behind it. Look at this. >> Oh, there we go. >> All right. >> There's a (Eric laughs) There's one of our Spots. >> It's got one of those back there. All right so sorry to interrupt, got a little distracted by the beautiful thing there. >> So they're literally walking around and literally engulfing the show. So when I look at the show, that's what I see. >> Let's see the picture of- >> I see the future of technology. >> Get a camera on our photo bomb here going on. Get a photo bomb action. (Eric chuckles) It's just super exciting because it really, it humanizes, it makes you- Everyone loves dogs. And, you know, I mean, people have more empathy if you kicked Spot than, you know, a human. Because there's so much empathy for just the innovation. But let's get into the innovation because let's- The IOT tech scene has been slow. Cloud computing Amazon web services, the leader hyper scaler. They dominated the back office you know, data centers, all the servers, digital transformation. Now that's coming to the edge. Where robotics is now in play. Space, material handling, devices for helping people who are sick or in healthcare. >> Eric: Mhm. >> So a whole surge of revolutionary or transitionary technologies coming. What's your take on that? >> So I think, you know, data has become the driving force behind technology innovation. And so robotics are an enabler for the tech, for the data collection that is going to drive IOT and manufacturing 4.0 and other important edge related and, you know, futuristic technology innovations, right? So the driver of all of that is data. And so robots like Spot are collectors of data. And so instead of trying to retrofit a manufacturing plant, you know, with 30, 40, 50 year old equipment in some cases. With IOT sensors and, you know, fixed sensors throughout the network. We're bringing the sensors to the equipment in the form of an agile mobile robot that brings that technology forward and is able to assess. >> So explain that a little slower for me. So the one method would be retrofitting all the devices. Or the hardware currently installed. >> Eric: Sure. >> Versus almost like having a mobile unit next to it, kind of thing. Or- >> Right. So, I mean, if you're looking at antiquated equipment which is what most, you know, manufacturing plants are running off of. It's not really practical or feasible to update them with fixed sensors. So sensors that specifically take measurements from that machine. So, we enable Spot with a variety of sensors from audio sensors to listen for audio anomalies. Thermal detectors, to look for thermal hotspots in equipment. Or visual detectors, where it's reading analog gauges, that sort of thing. So by doing that, we are bringing the sensors to the machines. >> Yeah. >> And to be able to walk anywhere where a human can walk throughout a manufacturing plant. To inspect the equipment, take that reading. And then most importantly upload that to the cloud, to the users >> It's a service dog. >> you can apply some- >> It's a service dog. >> It really is. And it serves data for the understanding of how that equipment is operated. >> This is big agility for the customer. Get that data, agile. Talk about the cost impact of that, just alone. What the alternative would be versus say, deploying that scenario. Because I'd imagine the time and cost would be huge. >> Well, if you think, you know, about how much manufacturing facilities put into the predictive maintenance and being able to forecast when their equipment needs maintenance. But also when pieces of equipment are going to fail. Unexpected downtime is one of the biggest money drains of any manufacturing facility. So the ability to be able to forecast and get some insight into when that equipment is starting to perform less than optimally and start to degrade. The ability to forecast that in advance is massive. >> Well I think you just win on just in retrofit cost alone, nevermind the downside scenarios of manufacturing problems. All right, let's zoom out. You guys have been pioneers for a long time. What's changed in your mind now versus just a few years ago. I mean, look at even 5, 10 years ago. The evolution, cost and capability. What's changed the most? >> Yeah, I think the accessibility of robots has really changed. And we're just on the beginning stages of that evolution. We really are. We're at the precipice right now of robots becoming much more ubiquitous in people's lives. And that's really our foundation as a company. Is we really want to bring robots to mankind for the good of humanity, right? So if you think about, you know, taking humans out of harm's way. Or, you know, putting robots in situations where, you know, where it's assessing damage for a building, for example, right. You're taking people out of the, out of that harm's way and really standardizing what you're able to do with technology. So we see it as really being on the very entry point of having not only robotics, but technology in general to become much more prevalent in people's lives. >> Yeah. >> I mean, what, you know. 30 years ago, did you ever think that you would have the power of a supercomputer in your pocket to, you know. Which also happens to allow you to talk to people but it is so much more, right? So the power of a cell phone has changed our lives forever. >> A computer that happens to be a phone. You know, it's like, come on. >> Right. >> What's going on with that. >> That's almost secondary at this point. (John laughing) It really is. So, I mean, when you think about that transition from you know, I think we're at the cusp of that right now. We're at the beginning stages of it. And it's really, it's an exciting time to be part of this. An entire industry. >> Before I get your views on integration and scale. Because that's the next level. We're seeing a lot of action and growth. Talk about the use case. You've mentioned a few of them, take people out of harms way. What have you guys seen as use cases within Boston Dynamics customer base and or your partner network around use cases. That either you knew would happen, or ones that might have surprised you? >> Yeah. One of the biggest use cases for us right now is what we're demonstrating here at re:MARS. Which is the ability to walk through a manufacturing plant and collect data off various pieces of equipment. Whether that's pump or a gauge or seeing whether a valve is open or closed. These are all simple mundane tasks that people are, that manufacturers are having difficulty finding people to be able to perform. So the ability for a robot to go over and do that and standardize that process is really valuable. As companies are trying to collect that data in a consistent way. So that's one of the most prevalent use cases that we're seeing right now. And certainly also in cases where, you know, Spot is going into buildings that have been structurally damaged. Or, you know, assessing situations where we don't want people to be in harm's way. >> John: Yeah. >> You know- >> Bomb scares, or any kind of situation with police or, you know, threatening or danger situations. >> Sure. And fire departments as well. I mean, fire departments are becoming a huge, you know, a huge user of the robots themselves. Fire department in New York recently just adopted some of our robots as well. For that purpose, for search and rescue applications. >> Yeah. Go in, go see what's in there. See what's around the corner. It gives a very tactical edge capability for say the firefighter or law enforcement. I see that- I see the military applications must be really insane. >> Sure. From a search and rescue perspective. Absolutely. I mean, Spot helps you put eyes on situations that will allow a human to be operating at a safe distance. So it's really a great value for protecting human life and making sure that people stay out of harm's way. >> Well Eric, I really appreciate you coming on theCUBE and sharing your insight. One other question I'd like to ask if you don't mind is, you know. The one of the things I see next to your booth is the university piece. And then you see the Amazon, you know, material management. I don't know what to call it, but it's pretty impressive. And then I saw some of the demos on the keynotes. Looking at the scale of synthetic data. Just it's mind blowing what's going on in manufacturing. Amazon is pretty state of the art. I'm sure there are a customer of yours already. But they look complex these manufacturing sites. I mean, it looks like a maze. So how do you... I mean, I could see the consequences of something breaking, to be catastrophic. Because it's almost like, it's so integrated. Is this where you guys see success and how do these manufacturers deal with this? What's the... Is it like one big OS? >> Yeah, so the robots, because the robots are able to act independently. They can traverse difficult terrain and collect data on their own. And then, you know, what happens to that data afterwards is really up to the manufacturing. It can be delivered from the cloud and you can, it can be delivered via the edge. You know, edge devices and really that's where some of the exciting work is being done right now. Because that's where data can scale. And that's where robot deployments can scale as well, right? So you've got instead of a single robot. Now you have an operator deploying multiple robots. Monitoring, controlling, and assessing the data from multiple robots throughout a facility. And it really helps to scale that investment. >> All right, final question for you. This is personal question. Okay, I know- Saw your booth over there. And you have a lot of fan base. Spot's got a huge fan base. What are some of the crazy things that these nerd fans do? I mean, everyone get selfies with the Spot. They want to- I jump over the fence. I see, "Don't touch the dog." signs everywhere. The fan base is off the charts. What are the crazy things that people do to get either access to it. There's probably, been probably some theft, probably. Attempts, or selfies. Share some funny stories. >> I'll say this. My team is responsible for fielding a lot of the inbound inquiries that we get. Much of which comes from the entertainment industry. And as you've seen Spot has been featured in some really prominent, you know, entertainment pieces. You know, we were in that Super Bowl ad with Sam Adams. We were on Jimmy Kimmel, you know, during the Super Bowl time period. So the amount of entertainment... >> Value >> Pitches. Or the amount of entertainment value is immeasurable. But the number of pitches that we turn down is staggering. And when you can think about how most companies would probably pull out all the stops to take, you know. To be able to execute half the things that we're just, from a time perspective, from a resource perspective >> Okay, so Spots an A- not always able to do. >> So Spots an A-lister, I get that. Is there a B-lister now? I mean, that sounds like there's a market developing for Spot two. Is there a Spot two? The B player coming in? Understudy? >> So, I mean, Spot is always evolving. I think, you know, the physical- the physical statue that you see of Spot right now, Is where we're going to be in terms of the hardware, but we continue to move the robot forward. It becomes more and more advanced and more and more capable to do more and more things for people. So. >> All right. Well, we'll roll some B roll on this, on theCUBE. Thanks for coming on theCUBE. Really appreciate it. Boston Dynamics here in theCUBE, famous for Spot. And then here, the show packed here in re:MARS featuring, you know, robotics. It's a big feature hall. It's a set piece here in the show floor. And of course theCUBE's covering it. Thanks for watching. More coverage. I'm John Furrier, your host. After the short break. (upbeat music)

>>Um, Jamie Sharath with Liga data, I'm primarily on the delivery side of the house, but I also support our new business teams. I'd like to spend a minute really just kind of telling you about, uh, uh, legal data where basically a Silicon valley startup, uh, started in 2014 and, uh, our lead iron, our executive team, basically where the data officers at Yahoo before this, uh, we provide managed data services and we provide products that are focused on telcos. So we have some experience in non telco industry, but our focus for the last seven years or so is specifically on telco. So again, something over 200 employees, we have a global presence in north America, middle east Africa, Asia, and Europe. And we have folks in all of those places. Uh, I'd like to call your attention to the, uh, the middle really of the screen there. >>So here is where we have done some partnership with Cloudera. So if you look at that, you can see we're in Holland and, uh, Jamaica, and then a lot to throughout Africa as well. Now the data fabric is the product that we're talking about. And the data fabric is basically a big data type of data warehouse with a lot of additional functionality involved. The data fabric is comprised of, uh, some something called flare, which we'll talk about admitted below there, and then the Cloudera data platform underneath. So this is how we're partnering together. We, uh, we, we have this tool and it's, uh, it's functioning and delivering in something over and up. Oops. So flare now, flare is a piece of that. It's legal data IP. The rest is Cloudera. And what flare does is that basically pulls in data and integrates it to an event streaming, uh, platform. >>It, uh, it is the engine behind the data fabric. Uh, it's also a decisioning platform. So in real time, we're able to pull in data. We're able to run analytics on it and we're able to alert our, do whatever is needed in a real-time basis. Of course, a lot of clients at this point are still sending data in batch. So it handles that as well, but we call that a cut off picture Sanchez. Now Sacho is a very interesting app. It's an AI analytics app for executives. What it is is it runs on your mobile phone. It ties into your data. Now this could be the data fabric, but it couldn't be a standalone product. And basically it allows you to ask, you know, human type questions to say, how are my gross ads last week? How are they comparing against same time last week before that? >>And even the same time 60 days ago. So as an executive or as an analyst, I can pull it up and I can look at it instantly in a meeting or anywhere else without having to think about queries or anything like that. So that's pretty much for us legal data. Now, it really does set the context of where we are. So this is a traditional telco environment. So you see the systems of record and you see the cloud, you see OSS and BSS day. So one of the things that the next step above which calls we call the system of intelligence of the data fabric does, is it mergers that BSS and OSS data. So the longer we have any silos or anything that's separated, it's all coming into one area to allow business, to go in or allow data scientists go in and do that. >>So if you look at the bottom line, excuse me, of the, uh, of the system of intelligence, you can see that flare is the tool that pulls in the data. So it provides even screening capabilities, it preserves entity states, so that you can go back and look at it to the state at any time. It does stream analytics that is as the data is coming in, it can perform analytics on it. And it also allows real-time decisioning. So that's something that, uh, that's something that business users can go in and create a system of, uh, if them's, it looks very much like a graph database where you can create a product that will allow the user to be notified if a certain condition happens. So for instance, a bundle, so a real-time offer or user is fixing to run out of is ongoing and an offer can be sent to him right on the fly. >>And that's set up by the business user as opposed to programmers a data infrastructure. So the fabric has really three areas. That data is persistent, obviously there's the data lake. So the data lake stores that level of granularity that is very deep years and years of history, data scientists love that. And, uh, you know, for a historical record keeping and requirements from the government, that data would be stored there. Then there's also something we call the business semantics layer and the business semantics layer contains something over 650 specific telco KPIs. These are initially from PM forum, but they also are included in, uh, various, uh, uh, mobile operators that we've delivered at. And we've, we've grown that. So that's there for business. The data lake is there for data scientists, analytical stores, uh, they can be used for many different reasons. There are a lot of times RDBMS is, are still there. >>So these, this, this basically platform, this cloud they're a platform can tie into analytical data stores as well via flair access and reporting. So graphic visualizations, API APIs are a very key part of it. A third-party query tools, any kind of grid jewels can be used. And those are the, of course, the, uh, the ones that are highly optimized and allow, you know, search of billions of records. And then if you look at the top, it's the systems of engagement, then you might vote this use cases. So telco reporting, hundreds of KPIs that are, that are generated for users, segmentation, basically micro to macro segmentation, segmentation will play a key role in a use case. We talk about in a minute monetizations. So this helps telco providers monetize their specific data, but monetize it in, okay, how to do they make money off of it, but also how might you leverage this data to, in, in dates with another client? >>So for instance, in some cases where it's allowed a DPI is used and the, uh, fabric tracks exactly where each person goes each, uh, we call it a subscriber, goes within his, uh, um, uh, internet browsing for 5g and, uh, all that data is stored. Uh, whereas you can tell a lot of things where the segment, the profile that's being used and, you know, what are they propensity to buy? Did they spend a lot of time on the Coca-Cola page? There are buyers out there that find that information very valuable, and then there's sideshow. And we spoke briefly about Sacha before that sits on top of the fabric or it's it's alone. >>So, so the story really that we want to tell is, is one, this is, this is one case out of it. This is a CVM type of case. So there was a mobile operator out there that was really offering, you know, packages, whether it's a bundle or whether it's a particular tool to subscribers, they, they were offering kind of an abroad approach that it was not very focused. It was not depending on the segments that were created around the profiling earlier, uh, the subscriber usage was somewhat dated and this was causing a lot of those. Uh, a lot of those offers to be just basically not taken and not, not, uh, uh, there was limited segmentation capabilities really before the, uh, before the, uh, fabric came in. Now, one of the key things about the fabric is when you start building segments, you can build that history. >>So all of that data stored in the data lake can be used in terms of segmentation. So what did we do about that? The, the, the MDNO, the challenge, uh, we basically put the data fabric in and the data fabric was running Cloudera data platform and that, uh, and that's how we team up. Uh, we facilitated the ability to personalize campaign. So what that means is, uh, the segments that were built and that user fell within that segment, we knew exactly what his behavior most likely was. So those recommendations, those offers could be created then, and we enable this in real time. So real-time ability to even go out to the CRM system, again, their further information about that, all of these tools, again, we're running on top of the cloud data platform, uh, what was the outcome? Willie, uh, outcome was that there was a much more precise offer given to the client that is, that was accepted, you know, increase in cross sell and upsell subscriber retention. >>Uh, our clients came back to us and pointed out that, uh, it was 183% year on year revenue increase. Uh, so this is a, this is probably one of the key use cases. Now, one thing to really mention is there are hundreds and hundreds of use cases running on the fabric. And, uh, I would even say thousands. A lot of those have been migrated. So when the fabric is deployed, when they bring the, uh, Cloudera and the legal data solution in there's generally a legacy system that has many use cases. So many of those were, were migrated virtually all of them in pen, on put on the cloud. Uh, another issue is that new use cases are enabled again. So when you get this level of granularity and when you have campaigns that can now base their offers on years of history, as opposed to 30 days of history, the campaigns campaign management response systems, uh, are, are, uh, are enabled quite a bit to do all, uh, to be precise in their offers. Yeah. >>Okay. So this is a technical slide. Uh, one of the things that we normally do when we're, when we're out there talking to folks, is we talk and give an overview and that last little while, and then we give a deep technical dive on all aspects of it. So sometimes that deep dive can go a couple of hours. I'm going to do this slide and a couple of minutes. So if you look at it, you can see over on the left, this is the, uh, the sources of the data. And they go through this tool called flare that runs on the cloud. They're a data platform, uh, that can either be via cues or real-time cues, or it can be via a landing zone, or it can be a data extraction. You can take a look at the data quality that's there. So those are built in one of the things that flare does is it has out of the box ability to ingest data sources and to apply the data quality and validation for telco type sources. >>But one of the reasons this is fast to market is because throughout those 10 or 12 opcos that we've done with Cloudera, where we have already built models, so models for CCN, for air for, for most mediation systems. So there's not going to be a type of, uh, input that we haven't already seen are very rarely. So that actually speeds up deployment very quickly. Then a player does the transformation, the, uh, the metrics, continuous learning, we call it continuous decisioning, uh, API access. Uh, we, uh, you know, for, for faster response, we use distributed cash. I'm not going to go too deeply in there, but the layer and the business semantics layer again, are, are sitting top of the Cloudera data platform. You see the cough, but flu, uh, Q1 on the right as well. >>And all of that, we're calling the fabric. So the fabric is Cloudera data platform and the cloud and flair and all of this runs together. And by the way, there've been many, many, many, many hundreds of hours testing flare with Cloudera and, uh, and the whole process, the results, what are the results? Well, uh, there are, there are four I'm going to talk about, uh, we saw the one for the, it was called my pocket pocket, but it's a CDM type, uh, use case. Uh, the subscribers of that mobile operator were 14 million plus there was a use case for a 24 million plus a year on year revenue was 130%, uh, 32 million plus for 38%. These are, um, these are different CVM pipe, uh, use cases, as well as network use cases. And then there were 44%, uh, telco with 76 million subscribers. So I think that there are a lot more use cases that we could talk about, but, but in this case, this is the ones we're looking at again, 183%. This is something that we find consistently, and these figures come from our, uh, our actual end client. So how do we unlock the full potential of this? Well, I think to start is to arrange a meeting and, uh, it would be great to, to, uh, for you to reach out to me or to Anthony. Uh, we're working in conjunction on this and we can set up a, uh, we can set up a meeting and we can go through this initial meeting. And, uh, I think that's the very beginning. Uh, again, you can get additional information from Cloudera website and from the league of data website, Anthony, that's the story. Thank you. >>Oh, that's great. Jeremy, thank you so much. It's a, it's, it's wonderful to go deep. And I know that there are hundreds of use cases being deployed in MTN, um, but great to go deep on one. And like you said, it can, once you get that sort of architecture in place, you can do so many different things. The power of data is tremendous, but it's great to be able to see how you can, how you can track it end to end from collecting the data, processing it, understanding it, and then applying it in a commercial context and bringing actual revenue back into the business. So there is your ROI straightaway. Now you've got a platform that you can transform your business on. That's, that's, it's a tremendous story, Jimmy, and thank you for your partnership. So, um, that's, uh, that's, that's our story for today, like Jamie says, um, please do fleet, uh, feel free to reach out to us. Um, the, the website addresses are there and our contact details, and we'd be delighted to talk to you a little bit more about some of the other use cases, perhaps, um, and maybe about your own business and, uh, and how we might be able to make it, make it perform a little better.

>>mhm Yes. Mhm. Mhm. >>Hey, welcome to the cubes coverage of Dell technologies world, the digital event experience. I'm your host lisa martin. I have alumni back with me and a new guest joining us. David Reed is back the Senior director of product management at Dell Technologies Devon welcome back to the cube. >>Hi there. Hi there, lisa. Having thanks for having me back. It's great to be here. >>Yeah, Virtual or not. It's great and some GT metal joins us the senior director of cloud product marketing at Dell Technologies. Some give me it's great to have you on the program. >>Thank you. Happy to be here lisa. >>So we're gonna be talking about Apex. This was a big announcement at Dell Technologies really 2020 also a digital experience just about six months or so ago talking about the future of dull and transitioning its platform to the as a service model that we want to dig into that, see what's going on there. So I'm doing the start us off embracing service rather the as a service model. That was a huge transition, huge step bold for Dell for its future from your lens, What does it mean? What's going on and with regards to the cloud, talk to me about some of the impacts? >>Yeah, no, it has it has been a multi year journey for us and uh it's really exciting to be part of this journey. We have done a lot of work to establish modern commerce and apex models. Um, you know, it really plays to our strength. We have led the infrastructure space for a number of years. So I really think with as a service, what we are doing is doing what we do really well but delivering more value to our customers at a much faster clip. So it puts us in a great position to continue to be that technology partner that our customers come to rely on and and frankly count us uh you know, as their true essential partners for their success. >>Devon talk to me about what it takes to engineer solutions like this. We mentioned this is a big big transformative strategic direction, directional shift. But how does this as a service model with apex differ from traditional models of infrastructure solutions that are in the data center? >>Yeah sure lisa. So I think at a very high level it differs a lot. And if I think about three major differences from how we build our traditional Capex business and our technology versus what we're doing it as a service. The first thing that comes to my mind is that we're trying to build outcomes for customers and what that really means. If you look back to how we sell infrastructure gear for the longest time, a customer would basically have to pick the technology, uh, price the technology, They would get a quote with a lot of different line items on it, with different pricing and then they would purchase the product outright and then they would have to manage that product themselves. And what we're really trying to do here is go to an outcome based model where the customer doesn't need to focus on the technology. They just need to focus on the business outcome that they're really getting in. The case that we're talking about here today is really around our apex cloud services. So they just have to choose whether they're getting a hybrid cloud service or a private cloud service and then pick their instances and then we, we ship them, uh, infrastructure right to their door. And that's another thing that we've had to do is we've had to change our processes because we need to make sure that these services are up and ready to be used in a very short amount of time. So we're targeting two weeks from the time that the order is dropped until the time that they can actually start operating on the gear um to shrink that time to value and really improve that uh that value statement for them. And then the third is that we really have to really partner with our customers on security and trust because we're managing this infrastructure for them as opposed to just uh sending the infrastructure on prem and having the customer deal with it all. So we we need to be a trusted partner uh in all of these infrastructure services. So there's a lot of a lot of differences in the way we engineer here, >>outcomes time to value and security. I want to pivot on that security front for second. We've been talking about it for a long time since you've talked to me as the senior director of product marketing. Where are your customers with respect to security comfort, confidence in apex and as a service? >>Yeah. No, I'm glad you asked that question lisa In fact, that is by far what we are seeing from a customer eagerness to learn perspective. We are seeing a lot of customers that are very cautious and we and our measured about their compliance needs. They are really thinking about, hey, how do I meet? How do I continue to deliver on my, on my business outcomes but also be compliant with the regulations that I'm responsible for. And, and we are seeing, um, you know, uh, like customers like as public cloud became a mainstream thing. A lot of customers moved to public cloud but quickly realized that it wasn't end all be all. And they had to think about their workloads differently. They have to think about the risk around some of their critical workloads differently. And this is where apex Hybrid cloud and apex private cloud are really helping them meet those compliance and regulatory needs for their business. And so with, with these offers in market, that's been a big part of most of our customer conversations that we are seeing today. >>Did you see any acceleration? You know, as we've all experienced a very disrupted market in the last 13 plus months, we saw a huge acceleration in digital transformation, out of necessity businesses that we're pivoting multiple times to try to survive and now thrive as this hopefully becomes a post pandemic world. So dana just question for you talk to me about some of the things that you saw in the market with respect to customers, maybe certain industries that really leaned heavily on this? >>Yeah, like within, within a day or two, most businesses had to pivot and and most of their workforce was trying to access their company information And company data from, from, you know, which was not part of what they have planned for. They probably thought about it, but they didn't have plans in place and so over the last 12 plus months I think what, what the customers have found themselves is the digital transformation became real for them and these solutions are no longer just an idea but are really getting to a place where they are starting to assess which workloads do I really use the private cloud and hybrid cloud environments for so that I continue to meet my needs. I continue to have the right performance that I'm looking for And and frankly enable my workforce to continue to be productive while they are in this um in this mode of working remotely um quite a bit. So if anything, the last 12 months we've seen heightened interest in these solutions because it's become real as opposed to an idea >>right, that reality set in overnight for so many organizations devon I want to get to you, you know, one of the things that we saw this, we talked about the rapid adoption of cloud um SAs applications like zoom being critical to personal life. Professional life, talk to me about the explosion of what we're seeing at the edge and what's going on in the data center and where Dell Technologies sees prime opportunity. >>Yeah, I mean, the the edge is definitely what we see as the next battleground for the infrastructure. So if you think about what's really happening, there are millions and millions of sensors and applications that are distributed throughout uh you know, throughout the world and throughout non data center applications especially at the edge and the far edge in the near edge. And there's large, large volumes of data being created that need to be processed, analyzed and then basically brought back into premises to make actionable insights onto it and what we've done. Um uh we're exciting too excited to announce that we have a manufacturing edge solution partnering with parametric technologies and leveraging our apex private cloud to offer a private cloud solution for manufacturing edge solution. So it's extremely important to us. >>That's huge as we have all seen and felt during the last year. The man, the challenges that the manufacturing industry has faced has been problematic globally. Talk to me more about that, devon and also the impetus for starting there with the pandemic, an impetus to go focus on manufacturing. I actually wanted >>to rewind the tape here a little bit and talk about the impact of the global pandemic on this as a service. Prior to the prior to the pandemic was definitely something in high demand, but as we started to progress through this global pandemic, uh it just started to explode and really you had a spectrum of customers on that cloud that transformation journey from a cloud perspective and it really started to accelerate and every time we started we kept looking at you know what what are people predicting for adoption of as a service? And every few months it was getting more bullish and more bullish. And it was really um not only from a cost savings perspective, but definitely the global pandemic has been driving a lot of this demand and we see it, we see it in some of our use cases from our customers, not any particular customer in particular but we do have a lot of customers that are doing that digital transformation to the work from home and they're finding they need that flexibility not only on prem for their desktops but off prem for their desktops as well. So they need a truly hybrid cloud solution and uh our apex hybrid cloud services are perfect for those types of use cases. So we're definitely seeing acceleration in this space. >>Yeah a lot of things. Very good. The one thing that I would at least you know um Devin talked about the manufacturing solution. Think of it as it's a it's a start of a journey because that same scenario of you know like we talked about manufacturing and their scenarios where they need that support on the edge and being able to connect to the private cloud, that same scenario or that similar scenario exists for other industries as well, whether you think about retail or healthcare, um you know, so that same model of building these edge solutions that connect into a cloud environment is something that Dell will continue to invest in manufacturing is the place where we are starting with >>Got it. You bring up a great point about all the other industries that have been so dramatically affected and continue to be, even though there's been multiple pivots surviving, surviving. Again, pivoting again, I want to talk to us about the customer conversations, you talked about the time to value, devon being really quick, we're talking about from order to in production in a couple of weeks, but I want to talk about how you in that time, in conversations with customers, help them identify which workloads are best suited for Apec solutions. Talk to me a little bit about devon starting with you. >>Yeah, so first and foremost, um 14 days is just where we're starting And um 14 days as a starting point and we will continue to shrink that over time we have aspirations to get too much lower that lower than that for on premises. We also announced a partnership with equinox today where we will be um providing these services not only on prem in the edge, but also in in near cloud facilities, in co location facilities and at that point we can get to near zero instant time to value from that perspective. So we will be increasing the, you know, the lowering the time to value for our customers for those types of solutions. Um so that's just yeah, the 14 days, just a starting point and the follow up to the second part of the question lisa, can you remind me please? >>Oh just how are you helping customers with their decisions on workloads? Which workloads are best suited for this or that hesitancy has been has not changed. Talk to me about this customer conversations. >>Yeah I think you know we're talking to a bunch of analysts today and it really kind of varies. People are asking like are there any particular customer types of industry verticals that are really and it's really broad based in terms of really helping customers, you know what workloads really are well suited. We have a bunch of tools and our apex console from a sizing perspective workload perspective that not only help our sales, our sales teams but also customers really decide which of the best places to uh to put these particular workloads and help them size their infrastructure for these solutions. >>Yeah. The one thing that I would add lisa to that is it really comes down to the every customer is unique and different and their tolerance for risk and and their objectives is different. And so I really believe, you know, there is a continuum and you will see customers lie across it where customers that are willing because a lot of customers jumped right into public cloud when public cloud was the big phenomenon. But they realized they were being risk. They were okay with taking on the risks that they did, but now that they have a little more um, you know, ground beneath them and and have some experiences, they are able to sort of write size, how they think about public cloud relative to the the hybrid cloud environment and and be able to think about which workloads are they willing to take the risks on and which which workloads? They're not willing to take the risks on. I come back to that compliance and regulatory risk is a big risk that customers are weighing it against. And and so I think those are those are the variables that the customers will think through as they think about um, investing in in a hybrid cloud environment is really thinking about how much I am I willing to take the risk on a particular workload and how much am I willing to give up the control by putting it in a public cloud environment? Those are the decisions that customers will make as they think about their rock loans, >>right, big decisions And to your point, every customer obviously there is a unique experience where we're almost out of time but devon I wanted to go to you and talk about from a good market perspective. So you you talked about the new culo agreement with Equinox. Congratulations on that giving customers choice here, give me just give the customers one idea where can they go to start this discussion with you guys? >>The first and best place to go to start having this discussion and start learning about Apex is our apex console. So our apex console will be the end and unified user experience that a customer will interact with these services. And from the time where a customer just wants to start kicking around the idea of an apex service, what are the services, what's the catalog to actually sizing it, quoting it, getting their bills there, there there, see what their metered subscriptions are and to actually operating their gear, it's all about the apex console and of course um you know, no better than the relationships that you have with your customers and partners. I I encourage you to reach out to uh you know, our sales folks and and our and our partners to get more information on Apex >>awesome guys, thank you so much for joining me this virtual experience to talk about what's going on with Apex very short time that it was announced, a lot of progress, looking forward to the next Dell technologies world. That's hopefully in person and we can sit down with some customers and really talk through this but Devin and send, jimmy, thank you so much for your time. >>Thank you so much. Thank >>you >>for Devin Read and some G B metal. I'm lisa martin, you're watching the cubes coverage of Dell technologies world, the digital event experience.

>>mhm >>Yes, >>everyone welcome back to the cubes coverage of Red Hat summit 2021. I'm john for your host of the cube, we've got a great segment here on how Red Hat is working with telcos and the disruption in the telco cloud. We've got a great guest cube alumni Darrell Jordan smith, senior vice president of industries and global accounts at Red Hat, uh Darryl, great to see you. Thanks for coming back on the cube. >>It's great to be here and I'm really excited about having the opportunity to talk to you >>today. Yeah, we're not in person in real life is coming back soon, although I hear mobile world congress might be in person this year looking like it's good a lot of people gonna be virtual activating. I know a lot to talk about this is probably one of the most important topics in the industry because when you talk about telco industry, you're really talking about um the edge, talking about five G talking about industrial benefits for business because it's not just Edge for connectivity access. We're talking about internet of things from self driving cars to business benefits. It's not just consumer, it's really bringing that together, you guys are really leading with the cloud native platform from rail, open shift men and services. Everything about the cloud native underpinnings you guys have been successful as a company but now in your area, telco is being disrupted. Absolutely. Give us your take on this is super exciting. >>Well, it's actually one of the most exciting times I've been in the industry for 30 years are probably aging myself now. But in the telecommunications industry, this, for me is the most exciting. It's where technology is actually going to visibly change the way that everyone interacts with the network and with the applications that are being developed out there on our platform and as you mentioned IOT and a number of the other ai and Ml innovations that are occurring in the market place. We're going to see a new wave of applications and innovation. >>What's the key delivery workloads you're seeing with Five G environment? Um, obviously it's not just, you know, five G in the sense of thinking about mobile phones or mobile computers as they are now. Um, it's not just that consumer, hey, surf the web and check your email and get an app and download and communicate. It's bigger than that. Now, can you tell us Where you see the workloads coming in on the 5G environment? >>You hit the nail on the head, The the the, the killer application isn't the user or the consumer and the way that we traditionally have known it, because you might be able to download a video in that take 20 seconds less, but you're not going to pay an awful lot more money for that. The real opportunity around five years, the industrial applications, things that I connected car, automotive, driving, um factory floor automation, how you actually interface digitally with your bank, how we're doing all sorts of things more intelligently at the edge of the network using artificial intelligence and machine learning. So all of those things are going to deliver a new experience for everyone that interacts with the network and the telcos are at the heart of it. >>You know, I want to get into the real kind of underpinnings of what's going on with the innovations happening. You just kind of laid out kind of the implications of the use cases and the target application workloads. But there's kind of two big things going on with the edge in five G one is under the hood, networking, you know, what's going on with the moving the packets around the workload, throughput, bandwidth etcetera, and all that goes on under the hood. And then there's the domain expertise in the data where AI and machine learning have to kind of weaving. So let's take the first part first. Um open shift is out there. Red hat's got a lot of products, but you have to nail the networking requirements and cloud Native with container ization because at large scales, not just packaged, it's all kinds of things going on security, managing a compute at the edge. There's a lot of things under the hood, if you will from a networking perspective, could you share what red hats doing in that area? >>So when we last spoke with the cube, we talked a lot about GMOs and actually people living Darryl, >>can I Cause you really quickly? I'm really sorry. Keep your answer in mind. We're gonna >>go right from that question. >>We're just kidding. Um, are you, is anything that you're >>using or touching running into the desk? We're just getting >>a little bit of shakiness on your camera >>and I don't want to. >>So anyway, >>that is my, my elbows. No worries. So no >>worries. Okay, so take your answer. I'll give you like a little >>321 from behind the scenes >>and and we'll go right as if >>john just ask >>the questions, we're gonna stay running. >>So I think, uh, >>can you ask the question just to get out of my mind? Perfect. Well let's, let's do >>from that. So we'll stay on your shot. So you'll hear john, but it'll be as if >>he just asked the question. So jOHn >>team up. Here we go. I'm just gonna just jimmy and just keep my other question on the okay, here we go. So Darryl, open shift is optimized for networking requirements for cloud native. It's complex into the hood. What is red hat doing under the hood to help in the edge in large complex networks for large scale. >>Yeah. So, so that's a very good question in that we've been building on our experience with open stack and the last time I was on the cube, I talked about, you know, people virtualizing network applications and network services. We're taking a lot of that knowledge that we've learned from open stack and we're bringing that into the container based world. So we're looking at how we accelerate packets. We're looking at how we build cloud native applications on bare metal in order to drive that level of performance. We're looking at actually how we do the certification around these applications and services because they may be sitting in different app lets across the cloud, but in some instances running on multiple clouds at the same time. So we're building on our experience from open stack, we're bringing all of that into open shipping, container based environment with all of the tallinn necessary to make that effective. >>It's interesting with all the automation going on. Certainly with the edge developing nicely the way you're describing it, certainly disrupting the Telco cloud, you have an operator mindset of cloud Native operator thinking, kind of, it's distributed computing, we know that, but it's hybrid. So it's essentially cloud operations. So there's an operator mindset here that's just different. Could you just share quickly before we move on to the next segment? What's different about this operating model for the, these new kinds of operators? As you guys been saying, the C I O is the new cloud operator, That's the skill set they have to be thinking and certainly to anyone else provisioning and managing infrastructure has to think like an operator, what's your >>view? They certainly do need anything like an operator. They need to look at how they automate a lot of these functions because they're actually deployed in many different places will at the same time they have to live independently of each other. That's what cloud native actually really is. So the whole, the whole notion of five nines and vertically orientated stacks of five nines availability that's kind of going out the window. We're looking at application availability across a hybrid cloud environment and making sure the application can live and sustain itself. So operators as part of open shift is one element of that operations in terms of management and orchestration and all the tooling that we actually also providers red hat but also in conjunction with a big partner ecosystem, such as companies like net cracker, for example, or IBM as another example or Erickson bringing their automation tool sets and their orchestration tool sets of that whole equation to address exactly that problem >>you bring up the ecosystem. And this is really an interesting point. I want to just hit on that real quick because reminds me of the days when we had this massive innovation wave in the nineties during that era. The client server movement really was about multi vendor, right. And that you're starting to see that now and where this ties into here I think is when we get your reaction to this is that, you know, moving to the cloud was all about 2 2015. Move to the cloud moved to the cloud cloud native. Now it's all about not only being agile and better performance, but you're gonna have smaller footprints with more security requires more enterprise requirements. This is now it's more complicated. So you have to kind of make the complications go away and now you have more people in the ecosystem filling in these white spaces. So you have to be performance and purpose built if you will. I hate to use that word, but or or at least performing an agile, smaller footprint grade security enabling other people to participate. That's a requirement. Can you share your reaction to that? >>Well, that's the core of what we do. A red hat. I mean we take open source community software into a hardened distribution fit for the telecommunications marketplace. So we're very adapt to working with communities and third parties. That ecosystem is really important to us. We're investing hundreds of engineers, literally hundreds of engineers working with our ecosystem partners to make sure that their applications services certified, running on our platform, but but also importantly is certified to be running in conjunction with other cloud native applications that sit over the same cloud. So that that is not trivial to achieve in any stretch of the imagination. And a lot of 80 technology skills come to bear. And as you mentioned earlier, a lot of networking skills, things that we've learned and we've built with a lot of these traditional vendors, we bring that to the marketplace. >>You know, I've been saying on the cube, I think five years ago I started talking about this, it was kind of a loose formulation, I want to get your reaction because you brought up ecosystem, you know, saying, you know, you're gonna see the big clouds develop out. The amazon Microsoft came in after and now google and others and I said there's gonna be a huge wave of of what I call secondary clouds and you see companies like snowflake building on on top of amazon and so you start to see the power law of new cloud service providers emerging that can either sit and work with across multiple clouds. Either one cloud or others that's now multi cloud and hybrid. But this rise of the new more C. S. P. S, more cloud service providers, this is a huge part of your area right now because some call that telco telco cloud edge hits that. What is red hat doing in this cloud service provider market specifically? How do you help them if I'm a cloud service provider, what do I get in working with Red Hat? How do I be successful because it's very easy to be a cloud service provider now more than ever. What do I do? How do you help? How do you help me? >>Well, we we we offer a platform called open shift which is a containerized based platform, but it's not just a container. It involves huge amounts of tooling associated with operating it, developing and around it. So the concept that we have is that you can bring those applications, developed them once on 11 single platform and run it on premise. You can run it natively as a service in Microsoft environment. You can actually run it natively as a service in amazon's environment. You can running natively on IBM's Environment. You can build an application once and run it in all of them depending on what you want to achieve, who actually provide you the best, owning the best terms and conditions the best, the best tooling in terms of other services such as Ai associated with that. So it's all about developing it once, certifying it once but deploying it in many, many different locations, leveraging the largest possible developing ecosystem to drive innovation through applications on that common platform. >>So assumption there is that's going to drive down costs. Can you why that benefits the economics are there? We talk about the economics. >>Yeah. So it does drive down costs a massive important aspect but more importantly it drives up agility. So time to market advantages actually attainable for you so many of the tell coast but they deploy a network service traditionally would take them literally maybe a year to roll it all out. They have to do it in days, they have to do updates in real time in data operations in literally minutes. So we were building the fabric necessary in order to enable those applications and services to occur. And as you move into the edge of the network and you look at things like private five G networks, service providers or telcos in this instance will be able to deliver services all the way out to the edge into that private five G environment and operate that in conjunction with those enterprise clients. >>So open shit allows me if I get this right on the CSP to run, have a horizontally scalable organization. Okay. From a unification platform standpoint. Okay, well it's 5G and other functions, is that correct? That's correct. Ok. So you've got that now, now I want to come in and bring in the top of the stack or the other element. That's been a big conversation here at Redhead Summit and in the industry that is A I and the use of data. One of the things that's emerging is the ability to have both the horizontal scale as well as the special is um of the data and have that domain expertise. Uh you're in the industries for red hat. This is important because you're gonna have one industry is going to have different jargon, different language, different data, different KPI S. So you've got to have that domain expertise to enable the ability to write the apps and also enable a I can, you know how that works and what were you doing there? >>So we're developing open shift and a number of other of our technologies to be fit for the edge of the network where a lot of these Ai applications will reside because you want them closer to the client or the the application itself where it needs to reside. We're creating that edge fabric, if you like. The next generation of hybrid cloud is really going to be, in my view at the edge we're enabling a lot of the service providers to go after that but we're also igniting by industry, You mentioned different industries. So if I look at, for example, manufacturing with mind sphere, we recently announced with Seaman's how they do at the edge of the network factory automation, collecting telemetry, doing real time data and analytics, looking at materials going through the factory floor in order to get a better quality results with lower, lower levels of imperfections as they run through that system and just one industry and they have their own private and favorite Ai platforms and data sets. They want to work with with their own data. Scientists who understand that that that ecosystem inherently you can move that to health care and you can imagine how you actually interface with your health care professionals here in north America, but also around the world, How those applications and services and what the Ai needs to do in terms of understanding x rays and looking at common errors associated with different x rays to. A practitioner can make a more specific diagnosis faster saving money and potentially lives as well. So different different vertical markets in this space have different AI and Ml requirements and needs different data science is different data models. And what we're seeing is an ecosystem of companies that are starting up there in that space that we have, what service part of IBM. But you have processed the labs of H T H 20 and a number of other very, very important AI based companies in that ecosystem. >>Yeah. And you get the horizontal scalability of the control plane and in the platform if you will, that gives you cross organizational leverage uh and enable that than vertical expertise. >>Exactly. And you want to build an Ai application that might run on a factory floor for for certain reasons to its location and what they're actually physically building. You might want to run their on premise, you might actually want to put it into IBM cloud or in Zur or into AWS, You develop, it wants to open shift, you can deploy it in all of those as a service sitting natively in those environments. >>Darrell, great chat. I got a lot going on telco cloud, There's a lot of cloud, native disruption going on. It's a challenge and an opportunity and some people have to be on the right side of history on this one if they're going to get it right. Well, no, and the scoreboard will be very clear because this is a shift, it's a shift. So again, you hit all the key points that I wanted to get out. But I want to ask you to more areas that are hot here at red hat summit 21 as well again and as well in the industry and get your reaction and thoughts on uh, and they are def sec ops and automation. Okay. Two areas. Everyone's talking about DEV ops which we know is infrastructure as code programming ability under the hood. Modern application development. All good. Yeah, the second their security to have sex shops. That's critical automation is continuing to be the benefits of cloud native. So Deb see cops and automation. What you're taking has that impact the telco world in your world. >>You can't you can't operate a network without having security in place. You're talking about very sensitive data. You're talking about applications that could be real time chris pickling mrs actually even life saving or life threatening if you don't get them right. So the acquisition that red hat recently made around stack rocks, really helps us make that next level of transition into that space. And we're looking about how we go about securing containers in a cloud native environment. As you can imagine, there will be many, many thousands tens of thousands of containers running if one is actually misbehaving for what one of a better term that creates a security risk in a security loophole. Were assuring that up that's important for the deployment, open shift in the Tokyo domain and other domains in terms of automation. If you can't do it at scale and if you look at five G and you look at the radios at the edge of the network and how you're gonna provision of those services. You're talking about hundreds of thousands of nodes, hundreds of thousands. You have to automate a lot of those processes, otherwise you can't scale to meet the opportunity, you can't physically deploy, >>you know, Darryl, this is a great conversation, you know, as a student of history and um development and I always kind of joke about that and you you've been around the industry for a long time. Telcos have been balancing this um evolution of digital business for many, many decades. Um and now with Cloud Native, it's finally a time where you're starting to see that it's just the same game now, new infrastructure, you know, video, voice, text data all now happening all transformed and going digital all the way, all aspects of it in your opinion. How should telcos be thinking about as they put their plans in place for next generation because you know, the world is now cloud Native. There's a huge surface here of opportunities, different ecosystem relationships, the power dynamics are shifting. It's it's really a time where there will be winners and there will be losers. What's your, what's your view on on how the telco industry needs to clarify and how they be positioned for success. >>So, so one of the things I truly believe very deeply that the telcos need to create a platform, horizontal platform that attracts developer and ecosystems to their platform because innovation is gonna sit elsewhere, then there might be a killer application that one telco might create. But in reality most of those innovations that most of those disruptors are going to occur from outside of that telco company. So you want to create an environment where you're easy to engage and you've got maximum sets of tools and versatility and agility in order to attract that innovation. If you attract the innovation, you're going to ignite the business opportunity that 5G and 60 and beyond is going to actually provide you or enable your business to drive. And you've really got to unlock that innovation and you can only unlock in our view, red hat innovation. If you're open, you follow open standards, you're using open systems and open source is a method or a tool that you guys, if you're a telco, I would ask you guys need to leverage and harness >>and there's a lot, there's a lot of upside there if you get that right, there's plenty of upside, a lot of leverage, a lot of assets to advantage the whole offline online. Coming back together, we are living in a hybrid world, certainly with the pandemic, we've seen what that means. It's put a spotlight on critical infrastructure and the critical shifts. If you had to kind of get pinned down Darryl, how would you describe that learnings from the pandemic as folks start to come out of the pandemic? There's a light at the end of the tunnel as we come out of this pandemic, companies want a growth strategy, wanna be positioned for success what you're learning coming out of the pandemic. >>So from my perspective, which really kind of 11 respect was was very admirable. But another respect is actually deeply uh a lot of gratitude is the fact that the telecommunications companies because of their carrier, great capabilities and their operational prowess were able to keep their networks up and running and they had to move significant capacity from major cities to rural areas because everyone was working from home and in many different countries around the world, they did that extremely and with extremely well. Um and their networks held up I don't know and maybe someone will correct me and email me but I don't know one telco had a huge network outage through this pandemic and that kept us connected. It kept us working. And it also what I also learned is that in certain countries, particularly at a time where they have a very large prepaid market, they were worried that the prepaid market in the pandemic would go down because they felt that people would have enough money to spend and therefore they wouldn't top up their phones as much. The opposite effect occurred. They saw prepaid grow and that really taught me that that connectivity is critical in times of stress that we're also everyone's going through. So I think there are some key learnings that >>yeah, I think you're right on the money there. It's like they pulled the curtain back of all the fun and said necessity is the mother of invention and when you look at what happened and what had to happen to survive in the pandemic and be functional. Your, you nailed it, the network stability, the resilience, but also the new capabilities that were needed had to be delivered in an agile way. And I think, you know, it's pretty much the forcing function for all the projects that are on the table to know which ones to double down on. So I think you pretty much nailed it. Darrell Jordan smith, senior vice president of industries and global accounts for red hat kibble, unnatural. Thanks for that insight. Thanks for sharing great conversation around telcos and telco clouds and all the edge opportunities. Thanks for coming on. >>Thank you john >>Okay. It's the cubes coverage of Red Hat summit 21. I'm John for your host. Thanks for watching. Mhm mhm

>>okay. >>Just about a year ago, governments around the world forced shutdowns of their respective economies. We've never seen anything like it. Central banks took immediate action and effective monetary policy like none we've ever seen before. They dropped interest rates to near zero, injected a huge amount of cash into the system, and they fueled this liquidity boom to support those individuals and businesses that were in greatest need. Banks were overwhelmed with the volume of paperwork, for instance, small business P, P P loans and other things. Home buying boomed as mortgage rates hit all time lows for several weeks in the spring, it was complete chaos, but the tech industry stepped up and accommodated work from home. Cloud infrastructure was spun up instantly as access to data centers was really restricted, and Saas companies became a fundamental staple of not only keeping the lights on but helping customers thrive in the face of a pandemic. Automation became a >>mandate >>as humans, they couldn't possibly keep up with the tidal wave of demand, a document overload that was hitting the system. Now, one of the companies that was there to help financial firms in particular, get through the knothole was Oculus, a company that focuses on intelligent automation to deploy the power of machines to allow humans to focus on what they do best. Hello, everyone. And welcome to this cube conversation. My name is Dave Volonte, and we're profiling the most interesting SAS startups that are reimagining how we work. And with me is Sam Bobbly, the co founder and CEO of Oculus. Sam, welcome to the Cube. First time. >>Hey, Dave. Thanks so much for having me excited to have the conversation. >>Yeah, me too. So, listen, I know you've told the story of a zillion times, but I want a community here. How and why did you start the company >>for sure. So when I was in college, I was having a conversation with my dad. Uh, he was telling me about a meeting he just had with his elder law attorney. And the other law attorney was complaining about having to review hundreds or thousands of pages of financial documents for every long term care Medicaid application. When you apply for Medicaid coverage to enter a nursing home, you're required to submit 60 months of financials along with your application. And traditionally the elder law attorney or a nursing home would review those documents literally page by page, line by line to find high value transactions, transfers and other financial trends. And when I heard about this, it just it didn't make sense to me. I said, You know why? In this day and age isn't there? Why isn't there a technology solution that can ingest the documents and spit out a digital report replacing the cumbersome manual page by page review? So it really just started as a research project, trying to learn more about optical character recognition, which is the technology of transforming images into text. And, you know, as we kind of kicked around different products in the market, we we realized that there was an opportunity to build a unique platform that could ingest documents of any format quality and produce perfectly accurate results. And that was the genesis behind what ultimately became Oculus. >>You were a young man at this time. How old were you at that time? >>I was 22 when we started >>so fearless. And, uh, now my friend Eddie Mitchell started a company about 20 years ago. We hacked together a >>Dell >>system and this camera. It was all about the modern operating room in the future, and he showed it to a doctor and and it was just a prototype, she said. How much? He said 10 grand. She wrote a check right there. You have a similar story? How did you see the company? >>So we we we do have a pretty similar experience. You know, Our our concept was we want to get perfect results the customer every time. So if a customer sends us a clean bank statement from Chase or a blurry cell phone image with someone's thumb in the picture from a community bank in Maine, and it's rotated sideways or upside down like we want to give consistent, perfectly active results every single time. And you know, our our view was to completely solve the business problem. So the very first version of the software that we built, we had a rudimentary machine process to extract 60 or 70% of the data, and then we had a little tool built on the back end, where literally, me, myself and some of our early employees would clean up the data output, make sure it's perfect and then return When we couldn't submit, we'd returned to the customer accurate data that could be used at the time for for a Medicaid decision. And what happened is, while we were in our beta period, customers fell in love with the product. They felt it was magical and really just superior from an accuracy standpoint to anything they had ever tested before. And And one of our beta testers said to us, uh, where do I submit credit card information? So at that time, I turned to my colleagues and I said, I think we're ready to I think we're ready. Start charging for this thing and and roll it out for prime time. >>When I was researching the company, I learned that you leveraged. At least some of the idea came from the capture, and I never knew this, But the capture that we all hate came from Google where they write, they had at one point you could maybe you still can. You can go online. You can read books and have to It's just scanned. You can't even read the stuff half the time. So they were putting the capture in front of us, quite brilliant to try to solve for those those those white spaces that they didn't know. So So how did you learn from that? Was there an A P I that you could plug into Google's data set, or did you do your own? What was that? How did that all work? >>The the concept of humans in the loop is super powerful, right? So when we first started, we recognize that OCR and machine data capture couldn't do the job completely. OCR, generally speaking, can process financial documents with roughly 80 to 85% accuracy plus or minus machines, particularly struggled with semi structured and unstructured documents where the format is unpredictable as well as lower quality images. So pretty early on, we recognized that we needed human intervention in the process in order to achieve perfect accuracy every single time, and also to create training data to constantly teach our machine learning models to get smarter and drive additional automation. So, as I mentioned, the very first version was myself and other employees verifying the data on our own. But as we started thinking about how to scale this up and, you know, take on millions and millions of documents, we needed to, uh, you know, learn how to better parallelized task and really build the system for for efficiency and for scanning. So we we we learned about the Google Books Initiative and their ability to leverage capture technology and a distributed workforce to verify pieces of information that their systems couldn't automatically read from books. And we took a lot of those learnings into building our human in the loop infrastructure. And, you know, a way to think about our our product is it's the marriage of machines and humans that makes us unique. As much of the heavy lifting as we can do with machines we do. But whatever we can't do automatically, we slice into smaller tasks and intelligently route those tasks to humans to perform verification. We then layer in algorithmic checks to make sure our humans did the review correctly. The customer gets perfect results, and that same perfect output is used in a feedback loop to train our machine learning models to get smarter and smarter, which dynamically improves the product on an ongoing basis. And, you know, the folks at Google were we're onto this pretty early with the capture technology, and we were following in their footsteps with our own unique take on it, but specifically applying it to financial documents. >>I mean on the Cube. We know a lot about this because we were looking at transcriptions of video all the time, and it just keeps getting better and better and better in our systems. Get smarter and smarter, smarter. So we're sort of closing that gap between what humans can can do and machines can't. And I would expect that you're seeing the same thing. I mean, you think there's always going to be kind of humans in the loop in terms of the quality or is that gap going to be, you know, six nines in the, you know, near near term. >>I think it's gonna take a while to get rid of all the edge cases. You know, you mentioned the PPB program like we've been on the back end processing P p P loans for some of the leading players, like Cross River Bank, blue Vine, Square Capital and others. And you know, what we've seen during the ppb process is just a a wide variety of different documents and inputs, Uh, and a lot of difficult to read documents that are, you know, very challenging to automate. So I think we will, you know, incrementally continue to automate more and more of the process. But the value of having humans plus machines is much more powerful than just having machines alone or just having humans alone. And as it relates to the end customer, our our goal is to do as much of the mundane work as possible to free our customer up to do the more cerebral analysis. So in a lending context and and for the record, you know, our our biggest market opportunity is in the limbic space. Despite the fact that we started with medicating attorneys, we quickly pivoted and realized that our technology was super valuable to to lenders to help them automate the underwriting process. And our our thesis is, if we can take out all of the necessary evils like document review and allow underwriters to focus on the actual analysis of financial health, it's a win win win and creates a really fantastic, complementary relationship between us and our customers. >>Yes, I want to ask you about the pivot to financial services. You said you started well, you have the inspiration from elder law because Jimmy McGill. Okay. Saul Goodman breaking bad. You got started. An elder law. But then you made the pivot to financial services. Really pretty early on. You had really good, great product market fit, but you kind of went for it. I get early twenties. You know, you didn't have a big family at the time. I didn't have a lot of a lot of risks. So you went for it, right? But talk about that pivot because a lot of companies wouldn't do that. They get comfortable and just, you know, stay where they're at. But you made that >>call. It was a big risk, for sure. I mean, look, the product was working. We launched the paid version of our product in 2016. Pretty quickly were onboarding dozens of accountants and attorneys, you know, doing Medicaid work. Um, in mid to late 2016, we got introduced to a large small business lender in New York City called strategic funding Source. They've since renamed them their company Capital as the current name, but we met with the CEO and the head of product and showed them a demo of the technology. And they said, You know, quote unquote, we've been looking for this for years. We've been looking for something exactly like this for years, and we said back to them about how many pages of financial documents to review every single month. They pointed out to a bullpen of dozens of people sitting there tearing through bank statements, page by page, line by line. And they said, You know, it's hundreds of thousands. My eyes almost fell out of my head. I couldn't believe the volume, and it was much bigger than what the, you know, single accountants or attorneys were doing. Uh, so we made the strategic decision to pivot at that time and focus on FINTECH. Lenders continue to tailor the product and build additional features for the fintech lending space. And and, you know, lending in general had the perfect mix of short sale cycle and high average customer value that allowed a company like ours to scale and ramp our revenue quite quite quickly. Um, and then the other thing that happened is kind of as we were getting deeper and deeper into the space, the fintech space as a whole started growing massive. So we we kind of had the perfect storm of product market fit, plus the market growing that allowed us to really ramp significantly grow revenue. And, uh, you know, despite the fact that it was the risk it was, it was totally right. Decision to to focus the business on financial services >>much bigger Tam. And you could subjectively measure it by the size of the stack of papers. Um, how how does this relate to our p A. As you know, the R p. A hot space. You probably get this question a lot, and it sounds like there are some similarities with software bots. What's the similarity? What's the difference? >>Good question. It's It's totally a synergistic offering, right? So rrp a companies like UI path and automation anywhere they typically provide a horizontal toolkit to allow you know, banks and lenders to automate much of the mundane work like, for example, collecting information from emails or doing onboarding for a new employee. Or, you know, different types of tasks that a manual worker would have done but could be automated with relatively simple code. Um, what happens in our p a. Workflows is they get hung up on tasks that can't be completely automated. So, for example, a robot might be, uh, trying to complete an intend lending flow. But when a bank statement is submitted as part of that flow, the robot can't parse it. So what they do instead, is they routed to an underwriter who performs a manual analysis, keys information into a back office system that the bank is using and that information then gets handed back to a robot and continues the automation flow. What we do is we plug the gaps that used to be manual so a robot can pass US documents like bank statements or pay stubs or tax stops. We run our unique human in the loop process. We return structure Jason output directly to a robot, and it continues into the, you know, to the next step of the flow. And, you know, in in summary, the combination of robotic process automation and human in the loop, which is what we're doing, creates true and and automated flows rather than R P. A mite by itself might get you 80% of the way there. >>So do you have, like, software integrations or partnerships with those companies. How are you integrating with them? >>We do. We have software integrations with both UI path and automation anywhere in our core fintech lending business. R P A isn't as prevalent, but we are now expanding beyond fintech lenders into mortgage lending and traditional banks. And we're also expanding use cases, right? Like historically small business lending was the core of our business. More recently, we've moved into consumer auto mortgage, additional asset classes. And as we've gotten deeper with financial institutions, we've seen even more opportunity to partner and coexist with broader r p a player's >>Yeah, great. I mean, I was just staring at their s one. I guess it was came up Monday. Half over half a billion dollars in a are are they're actually cash flow positive as you iPad. So we're going to see we're going to see them hit the public market shortly. Um, hang on, folks. Uh, now it's okay. So this is you sell a sas, right? A SAS service. Even though there's that human in the loop, that's all part of the service. How do you How do you price? >>So usage based model. So we we kind of try to model are themselves nerve. A massive company is super powerful. We apply that same concept document processing, so it's a usage based model. Customers will pay us either per application per document or per page, and if they want to subscribe for, you know, one document per month or millions of documents per month, it's up to them. And we're able to flex up and flex down to meet the supply and demand. Um and that that concept that scalability and flexibility was particularly powerful in the P P P program, right? P P. P. Was kind of a very unique situation in the sense that lenders weren't able to predict the amount of loans they needed to process in normal lending. A small business lender can tell you Hey, we expect to get roughly 10,000 applications in the month of April with P P p. They could tell us, Hey, we're going to send out 200,000 marketing emails and we expect 30% of people might reply, but we really don't have any idea, right? So what happened is the big banks ended up hiring without exaggeration. Thousands of temporary employees to come in and review documents and kind of scrambled to do this in a work from home setting during the pandemic. Whereas Cross River, they took a technology first approach. They implemented our A P I in the back end, and it enabled them to instantly scale up their resources. And the result of that is Cross River ended up becoming a top three pp, a top three p p. P lender nationally, outperforming many of the big banks with a super efficient and fast document review process. Because we were able to help them on the back end with the automation. >>That's awesome. I love the pricing model you mentioned. You mentioned Amazon. Is that the cloud you use or >>we do Our Our product is hosted in AWS and we, you know, take a lot of learnings from them from a business model and and positioning point of view. >>Yeah, and and I'm thrilled to hear you say I mean, I think a lot of forward thinking startups are doing the consumption model. I mean, you certainly see that with companies like snowflake and data dog and stripe. I mean, I think that that SAS model of okay, we're gonna lock you into a one year, two year, three year term. Sorry if if you get acquired, you're stuck with some, you know, stranded licenses. That's your problem. I think that, you know, you really thought that out. Well, um, you mentioned you're sort of expanding your your your total available market now, looking at at new markets, what are some of the big trends that you want to ride over the coming decade as you scale your company? >>The biggest one for us is mortgage automation. You know, the kind of the one of fintech small business and consumer loans were optimized, and we went from a place where, uh, you know, you would deal with a loan officer and have an in person transaction to modern day. You can get a loan from small business. If you're a small business, you can get a loan from PayPal online effectively instantly. If you're a consumer, you can get a loan from Sofia or lending club super smooth digital experience and really revolutionized the way that you know, the market thinks about financial products. I think the next wave of that is mortgage, and that's what we're focused on. Uh, you know, mortgage is a massive market in the sense of thousands of lenders. The average application contains a couple 100 pages worth of financial documents, and the pain points of the back end of the mortgage process were really accentuated. During covid, right refi Valium went way up and mortgage lenders were forced to process that volume in a work from home setting. So what happened is mortgage lenders were struggling with the concept of sending personally identifiable financial information to underwriters who aren't working in an office there, working at home and, you know, kids running around a million things going on. And it's just more difficult to manage than ever before. Um, and you know, as as the the volume kind of normalized debate and mortgage lenders thought about their own future of automation, I think there was just clear recognition across the board that these these mortgage lenders needed to learn from some of the fintech and really focus on automating the back office peace and you know, to your point earlier about business model, what we think about is translating cost that used to be a fixed cost and turning them into a variable costs So now, instead of worrying about having to match supply and demand and hire or fire people, depending on the volume that's coming in on any given month, a mortgage lender can instantly flex up, reflects down and have a super fast, accurate process to handle the darks. Um, and you know, we're seeing just awesome traction in the market with that with the mortgage space and we're excited to push >>forward there. That's great. Thank you. I mean you, Sam. You describe the chaos that work from home. The financial industry is very overly officious. If you know it's very security conscious. How do you handle security? Maybe you could comment on that. How you think about that? >>Sure. I mean, we we take a compliance first approach. We built the product from the ground up with compliance in mind, knowing that we were selling into financial institutions. We have a sock to type one and type two certification, which is, you know, an industry standard. All of our our verification happens with the Oculus employees. So there's no third parties involved in our process whatsoever. Um and then lastly, But perhaps most importantly, our product in and of itself is innately, um, you know, innately drives compliance. So every data point that we process from a financial document, we not only return the data, we return an exact bounding box coordinates of where that data field appeared on the original source so that that audit trail lives with the loan throughout its life cycle. What we saw prior to Oculus is a mortgage would go through an underwriting process. They make a decision, and then that loan might be sold downstream and a diligence firm as to come in. And they don't have the resources to review all the loans. So they review 15% of the loan tape and then they say, you know, they give a rating and what we do is we proactively tackle that by creating a a perfect audit trail upon origination that can live with the loan throughout its life cycle and that that process and that traceability has been super valuable to our mortgage and banking partners. >>So you can ensure the providence there. So let me end just by talking about the company a little bit. So you incubated you nailed the product market fit the and you pivoted and re nailed the product market fit. And like a lot of companies in your position, I would imagine you saw your growth come from just having a great product. You know, initially, word gets around, but then you got a scale. Uh, maybe you could talk a little bit about how how you did that. How you're doing that. You know where your hiring how you're hiring, what your philosophy is on on scaling. >>Sure. Look, I think the key for us is just surrounding ourselves with the right people. You know, the right mentors, advisors and investors to help us really take the business to the next level. Uh, you know, we had no pride of authorship. We're building this and recognize that there are a lot of people out there who have been there, done that and can really guide us and show us the way. I know you had interviewed Marc Roberge on on the show previously. Formerly the C r. O of hubspot. Mark was someone that we you know, we we read his book and had taken sales advice from him from an early age. And over the over time, we got him a little bit more familiar with the company. And and ultimately, Mark and his partner, J Po at Stage two Capital ended up investing in Oculus and really helping us understand how to build the right go to market engine. Um, as the company got bigger, we took on investments from really reputable firms in the financial services space. So our largest investors are okay, H C F T fintech collective and and QED investors. Uh, you know, QED was was founded by Nigel Morris, who is the co founder of Capital One. They backed Sophia and Prosper and a lot of big fintech lenders and, you know, bringing the collective expertise from the fintech sector as well as you know, from a sales and go to market strategy. Point of view created the right mix of ingredients for us to to really ramp up significantly. Uh, we had an awesome run over the years. We were pretty recently recognized by magazine as the number one fastest growing fintech company. And, you know, as the momentum is increased and the market conditions have been very favorable to us, we we just want to double down and expand. Mortgage is the biggest area of opportunity for us. And what we're seeking from a hiring perspective is, you know, go to market sales account executive type resources on the mortgage side as well as you know, deeper products expertise both on the mortgage side as well as with machine learning our product. Because we have the human in the loop piece, we create massive amounts of training data on a daily basis. So it's a, I think, a really exciting place for cutting edge machine learning developers to come and and innovate. >>What can you share with our audience about, you know, your company, any metrics and whatever you're comfortable with, how much money you've raised on my head count? If you want to get some companies comfortable giving a r r others on. But what what do you What can you share with us? >>Sure. Um, you know, we we've raised about 50 million in venture capital. We have grown from one to north of 20 million in revenue in the in the last three years. So particularly since you know, 2017, 2018 is what we really started to see. The growth take off, uh, company size. We have about 800 to 900 employees globally. Now we have about 200 corporate employees who perform the, you know, the the day to day functions of Oculus. And then we have a long tail of about 600 or so verifiers who perform data verification and quality control work again, Speaking to the human in the loop piece of the bottle. Uh, we're, you know, we're focused on expanding beyond the fintech customer base, where we serve customers like plaid PayPal lending club so fi square, etcetera into the mortgage space and ultimately into the traditional banking space where you know, the problems, frankly, are extremely similar. Just on a much larger scale. >>San Bobbly. Congratulations on all the success. You You've got a great road ahead. I really appreciate you coming on the Cube, >>Dave. Thanks so much. It's been a great chat. Look forward to keeping in touch. >>Alright, Did our pleasure. Thank you for watching everybody. This is Dave Volonte for the Cube. We'll see you next time

>>Welcome everyone to a day in the life of data with HPE as well. Data fabric, the session is being recorded and will be available for replay at a later time. When you want to come back and view it again, feel free to add any questions that you have into the chat. And Chad and I joined stark. We'll, we'll be more than willing to answer your questions. And now let me turn it over to Jimmy Bates. >>Thanks. Uh, let me go ahead and share my screen here and we'll get started. >>Hey everyone. Uh, once again, my name is Jimmy Bates. I'm a director of solutions architecture here for HPS Merle in the Americas. Uh, today I'd like to walk you through a journey on how our everyday life is evolving, how everything about our world continues to grow more connected about, and about how here at HPE, how we support the data that represents that digital evolution for our customers, with the HPE as rural data fabric to start with, let's define that term data. The concept of that data can be simplified to a record of life's events. No matter if it's personal professional or mechanical in nature, data is just records that represent and describe what has happened, what is happening or what we think will happen. And it turns out the more complete record we have of these events, the easier it is to figure out what comes next. >>Um, I like to refer to that as the omnipotence protocol. Um, let's look at this from a personal perspective of two very different people. Um, let me introduce you to James. He's a native citizen of the digital world. He's, he's been, he's been a citizen of this, uh, an a career professional in the it world for years. He's always on always connected. He loves to get all the information he needs on a smartphone. He works constantly with analytics. He predicts what his customers need, what they want, where they are, uh, and how best to reach them. Um, he's fully embraced the use of data in his life. This is Sue SCA. She's, she's a bit of a, um, of an opposite to James. She's not yet immigrated to our digital world. She's been dealing with the changes that are prevalent in our times. And she started a new business that allows her customers, the option of, um, of expressing their personalities and the mask that they wear. She wants to make sure her customers can upload images, logos, and designs in order to deliver that customized mask, uh, to brighten their interactions with others while being safe as they go about their day. But she needs a crash course in digital and the digital journey. She's recently as, as most of us have as transitioned from an office culture to a work from home culture, and she wants to continue to grow that revenue venture on the side >>At the core of these personalities is a journey that is, that is representative common challenge that we're all facing today. Our world has been steadily shrinking as our ability to reach out to one another has steadily increased. We're all on that journey together to know more about what is happening to be connected to what our business is doing to be instantly responsive to our customer needs and to deliver that personalized service to every individual. And it as moral, we see this across every industry, the challenge of providing tailored experiences to potential customers in a connected world to provide constant information on deliveries that we requested or provide an easier commute to our destination to, to change the inventories, um, to the just-in-time arrival for our fabrications to identify quality issues in real time to alter the production of each product. So it's tailored to the request of the end user to deliver energy in, in smarter, more efficient ways, uh, without injury w while protecting the environment and to identify those, those, uh, medical emerging threats, and to deliver those personalized treatments safely. >>And at the core of all of these changes, all of these different industries is data. Um, if you look at the major technology trends, um, they've been evolving down this path for some time now, we're we're well into our cloud journey. The mobile platform world is, is now just part of our core strategies. IOT is feeding constant streams of data often over those mobile, uh, platforms. And the edge is increasingly just part of our core, all of this combined with the massive amounts of data that's becoming, becoming available through it is driving autonomous solutions with machine learning and AI. Uh, this is, this is just one aspect of this, this data journey that we're on, but for success, it's got, uh, sorry for success. It's got to be paired. Um, it's gotta be paired with action. >>Um, >>Well, when you look at the, uh, um, if we take a look at James and Cisco, right, we can start to see, um, with the investments in those actions, um, how their travel they're realizing >>Their goals, >>Services, efforts, you know, uh, focused, deliver new data-driven applications are done in new ways that are smaller in nature and kind of rapidly iterate, um, to respond to the digital needs of, of our new world, um, containerization to deploy and manage those apps anywhere in our connected world, they need to be secure we'll time streaming architecture, um, from, from the, from the beginning to allow for continual interactions with our changing customer demands and all of this, especially in our current environment, while running cost reduction initiatives. This is just the current world that, that our solutions must live in. Um, with that framework in mind, um, I'd like to take the remainder of our time and kind of walk through some of the use cases where, where we at HPE helped organizations through this journey with, with, with the ASML data fabrics, >>Let's >>Start with what's happening in the mobile world. In fact, the HPE as moral data fabric is being used by a number of companies to provide infinitely personalized experiences. In this case, it could be James could be sushi. It could be anyone that opens up their smartphone in the morning, uh, quickly checking what's transpiring in the world with a selection of curated, relative relevant articles, images, and videos provided by data-driven algorithm workloads, all that data, the logs, the recommendations, and the delivery of those recommendations are done through a variety of companies using HP as rural software, um, that provides a very personalized experience for our users. In addition, other companies monitor the service quality of those mobile devices to ensure optimize connectivity as they move throughout their day. The same is true for digital communication for that video communication, what we're doing right now, especially in these days where it's our primary method of connecting as we deal with limited physical engagements. Um, there's been a clear spike in the usage of these types of services. HPE, as Merle is helping a number of these companies deliver on real time telemetry analysis, predicting demand, latency, monitoring, user experience, and analyzing in real time, responding with autonomous adjustments to maintain pleasant experiences for all participants involved. >>Um, >>Another area, um, we're eight or HBS ML data fabric is playing a crucial role in the daily experience inside our automobiles. We invest a lot of ourselves in our cars. We expect tailored experiences that help us stay safe and connected as we move from one destination to another, in the areas of autonomous driving connected car, a number of major car companies in the world are using our data fabric to take autonomous driving to the next level where it should be effectively collecting all data from sensors and cameras, and then feeding that back into a global data fabric. So that engineers that develop cars can train next generation, future driving algorithms that make our driving experience safer and more autonomy going forward. >>Now let's take a look at a different mode of travel. Uh, the airline industry is being impaired. Varied is being impacted very differently today from, from the car companies, with our software, uh, we help airlines travel agencies, and even us as consumers deal with pricing, calculations and challenges, uh, with, um, air traffic services. We, we deal with, um, um, uh, delivering services around route predictions on time arrivals, weather patterns, and tagging and tracking luggage. We help people with flight connections and finding out what the figuring out what the best options are for your, for your travel. Uh, we collect mountains of data, secure it in a global data fabric, so it can provide, be provided back in an analyzed form with it. The stressed industry can contain some very interesting insights, provide competitive offerings and better services to us as travelers. >>This is also true for powering biometrics. At scale, we work with the biggest biometrics databases in the world, providing the back end for their enormous biometric authentication pursuit. Just to kind of give you a rough idea. A biometric authentication is done with a number of different data points from fingerprints. I re scans numerous facial features. All of these data points are captured for every individual and uploaded into the database, such that when the user is requesting services, their biometric metrics can be pooled and validated in seconds. From a scale perspective, they're onboarding 1 million people a day more than 200 million a year with a hundred percent business continuity and the options do multi-master and a global data fabric as needed ensuring that users will have no issues in securely accessing their pension payouts medical services or what other types of services. They may be guaranteed >>Pivoting >>To a very different industry. Even agriculture was being impacted in digital ways. Using HPE as well, data fabric, we help farmers become more digital. We help them predict weather patterns, optimize sea production. We even helped see producers create custom seed for very specific weather and ground conditions. We combine all of these things to help optimize production and ensure we can feed future generations. In some cases, all of these data sources collected at the edge can be provided back to insurance companies to help farmers issue claims when micro patterns affect farmers in negative ways, we all benefit from optimized farming and the HBS Modena fabric is there to assist in that journey. We provide the framework and the workload guidance to collect relevant data, analyze it and optimize food production. Our customers demonstrate the agricultural industry is most definitely my immigrating to our digital world. >>Now >>That we've got the food, we need to ship it along with everything else, all over the world, as well as offer can be found in action in many of the largest logistics companies in the world. I mean, just tracking things with greater efficiency can lead to astounding insights. What flights and ships did the package take? What Hans held it along its journey, what weather conditions did it encounter? What, what customs office did it go through and, and how much of it's requested and being delivered this along with hundreds of other telemetry points can be used to provide very accurate trade and economic predictions around what's going on with trade in the world. These data sets are being used very intensively to understand economy conditions and plan for future event consequences. We also help answer, uh, questions for shipping containers that are, that are more basic. Uh, like where is my container located at is my container still on the correct ship? Uh, surprisingly, uh, this helps cut down on those pesky little events like lost containers. >>Um, it's astounding the amount of data that's in DNA, and it's not just the pairs. It's, it's the never ending patterns found with other patterns that none of it can be fully understood unless the micro is maintained in context to the macro. You can't really understand these small patterns unless you maintain that overall understanding of the entire DNA structure to help the HVS mold data fabric can be found across every aspect of the medical field. Most recently was there providing the software framework to collect genomic sequencing, landing it in the data fabric, empowering connected availability for analysis to predict and find patterns of significance to shorten the effort it takes to identify those potential triggers and make things like vaccines become becoming available. In record time. >>Data is about people at HPE asthma. We keep people connected all around the world. We do this in a variety of ways. We we've already looked at several of the ways that that happens. We help you find data. You need, we help you get from point a to point B. We help make sure those birthday gifts show up on time. Some other interesting ways we connect people via recipes, through social platforms and online services. We help people connect to that new recipe that is unexpected, but may just be the kind of thing you need for dinner tonight at HPDs where we provide our customers with the power to deliver services that are tailored to the individual from edge to core, from containers to cloud. Many of the services you encounter everyday are delivered to you through an HV as oral global data fabric. You may not see it, but we're there in the morning in the morning when you get up and we're there in the evening. Um, when you wind down, um, at HPE as role, we make data globally available across everywhere that your business needs to go. Um, I'd like to thank everyone, uh, for the time that you've given us today. And I'd like to turn it back over and open up the floor for questions at this time, >>Jimmy, here's a question. What are the ways consumers can get started with HPS >>The fabric? Well, um, uh, there's several ways to get started, right? We, we, uh, first off we have software available that you can download that there's extensive documentation and use cases posted on our website. Um, uh, we have services that we offer, like, um, assessment services that can come in and help you assess the, the data challenges that you're having, whether you're, you're just dealing with a scale issue, a security issue, or trying to migrate to a more containerized approach. We have a services to help you come in, assess that aspect. Um, we have a getting started bundles, um, and we have, um, so there's all kinds of services that, that help you get started on your journey. So what >>Does a typical first deployment look like? >>Well, that's, that's a very, very interesting question. Um, a typical first deployment, it really kind of varies depending on where you're at in the material. Are you James? Are you, um, um, Cisco, right? It really depends on, on where you're at in your journey. Um, but a typical deployment, um, is, is, is involved. Uh, we, we like to come in, we we'd like to do workshops, really understand your specific challenges and problems so that we can determine what solutions are best for you. Um, that to take a look at when we kind of settle on that we, we, um, the first deployment, uh, is, um, there's typically, um, a deployment of, uh, a, uh, a service offering, um, w with a software to kind of get you started along the way we kind of bundle that aspect. Um, as you move forward, if you're more mature and you already have existing container solutions, you already have existing, large scale data aspects of it. Um, it's really about the specific use case of your current problem that you're dealing with. Um, every solution, um, is tailored towards the individual challenges and problems that, that each one of us are facing. >>I break, they mentioned as part of the asthma family. So how does data fabric pair with the other solutions within Israel? >>Well, so I like to say there's, um, there, there's, there's three main areas, um, from a software standpoint, um, for when you count some of our, um, offerings with the GreenLake solution, but there are, so there are really four main areas with ESMO. There's the data fabric offering, which is really focused on, on, on, on delivering that data at scale for AI ML workloads for big data workloads for containerized workloads. There is the ESMO container platform, which really solves a lot of, um, some of the same problems, but really focus more on a compute delivery, uh, and a hundred percent Kubernetes environment. We also have security offerings, um, which, which help you take in this containerized world, uh, that help you take the different aspects of, um, securing those applications. Um, so that when the application, the containerized applications move from one framework or one infrastructure from one to the other, it really helps those, the security go with those applications so that they can operate in a zero trust environment. And of course, all of this, uh, options of being available to you, where everything has a service, including the hardware through some of our GreenLake offerings. So those are kind of the areas that, uh, um, that pair with the HPE, um, data fabric, uh, when you look at the entire ESMO pro portfolio. >>Well, thanks, Jimmy really appreciate it. That's all the questions we have right now. So is there anything that you'd like to close with? >>Uh, you know, the, um, I I'm, I find it I'm very, uh, I'm honored to be here at HPE. Um, I, I really find it, it's amazing. Uh, as we work with our customers solving some really challenging problems that are core to their business, um, it's, it's always an interesting, um, interesting, um, day in the office because, uh, every problem is different because every problem is tailored to the specific challenges that our customers face. Um, while they're all will well, we will, what we went over today is a lot of the general areas and the general concepts that we're all on together in a journey, but the devil's always in the details. It's about understanding the specific challenges in the organization and, and as moral software is designed to help adapt, um, and, and empower your growth in your, in your company. So that you're focused on your business, in the complexity of delivering services across this connected world. That's what as will takes off your plate so that you don't have to worry about that. It just works, and you can focus on the things that impact your business more directly. >>Okay. Well, we really thank everyone for coming today and hope you learned, uh, an idea about how data fabric can begin to help your business with it. All of a sudden analytics, thank you for coming. Thanks.

>>Hi, everyone. And thanks for joining us today for our session on the 2020 Data Drivers Award winners. I'm excited to be here today with you. I'm a lease. Bergeron, vice president, product marketing for snowflake. Thes rewards are intended to recognize companies and individuals for using snowflakes, data cloud to drive innovation and impact in their organizations. Before we start our conversations, I want to quickly congratulate all of our award winners. First in the business awards are data driver of the year is Cisco. Our machine learning master is you Nipper, Our data sharing leader is Rakuten. Our data application of the year is observed and our data for good award goes to door dash for the individual and team awards. We first have the cost. Jane, Chief Digital officer of Paccar. We have a militiamen, director of cybersecurity and data science winning our data science Manager of the Year award at Comcast for a date. A pioneer of the year. We have Faisal KP, who's our senior manager of enterprise data Services at Pizza Hut. And lastly, we have our best data team going to McKesson, led by Jimmy Herff Data and Analytics platform leader Huge congratulations to all of these winners. It was very difficult to pick them amongst amazing set of nominations. So now let's dive into our conversations. We'll start with the data driver of the year. Representing Cisco today is Robbie. I'm a month do director data platform, data and analytics. >>Let me welcome everybody to the wonderful. Within a few years before Cisco used to be a company, you know, in making the decisions partly with the data and partly with the cuts. Because, you know, the data is told in multiple places the trading is not done right and things like that. So we, you know, really understood it. You know what was a challenge in the organism? By then we defined the data strategy on we put in a few plants in place, and it is working very well. But what is more important is basically how we provide the data towards data scientists and the data community in Cisco. I'm making them available in a highly available scalable on the elastic platforms. That's where you know, snowflake came into picture really very well for arrest, along with the other data strategies that we have had in place more importantly, data. Democratization was a key. You know, you along with the simplification, something technologies involved in the past. Our clients need to be worrying, laudable the technologies involved, you know, for example, we used to manage her before we make it. Snowflake Andi Snowflake, in a solve all of these problems for us with the ease on it. Really helping enabling a data data given ordinances in our >>system. In the data sharing leaders category, Rockhampton was our winner. We have mark staying trigger VP of analytics here to share their story. I >>wanna thank Snowflake for the award, and it's an honor to be a today. The ease of use of snowflake has allowed projects to move forward innovation to move forward in a way that it simply couldn't have done on old Duke systems or or or other platforms. And I think the truth the same is true for us on a lot of the similar topics, but also in the data sharing space, data sharing is a part off innovation. Like I think, most of the tech companies we work with certainly are business partners, merchants, but also with a range of other service providers and other technology vendors, um on other companies that we strategically share data with 2 May benefit of their service or thio to allow data modeling or advanced data collaboration or strategic business deals using the data and evaluated with the data on. But I think if you look Greece snowflake, you would see a lot of time and effort money going to just establishing that data connection that often involved substantial investments in technology data pipelines, risk evaluation, hashing, encrypt encryption. Security on what we found with snowflakes sharing functionality is that we can not eliminate those concerns, but that the technology just supports the ability to share data securely easily, quickly in a way that we could never do >>previously. Now we have a really inspiring winner of the data for good award door dash with their Project Dash Initiative here to speak about their work is act shot near Engineering manager >>Thank you sports to snowflake for recognizing us for this initiative. Eso For those of you who don't know, Dash, the logistics technology platform company that connects people with the best in their cities and Project Dash, our flagship social impact program, uses the door dash logistics platform to tackle the challenges like hunger and food waste. It was launched in 2018 on over the first two years in partnership with food recovery organizations, we powered the delivery off over £2 million of surplus food from businesses to hunger relief agencies across the U. S. And Canada. Andi simply do Toko with tremendous need has a much we were ableto power. The delivery often estimated 5.8 million meals to food insecure communities and frontline workers across 48 states on the 3.5 million off. These meals have been delivered since much. We do all of our analysis for our business functions from like product development to skills and social impact in snowflake On the numbers I just provided here actually have come from Snowflake on. We have used it to provide various forms of reporting, tow our government and non profit partners on this snowflake. We can help them understand the impact, analyzed friends and ensure complaints in cases where we are supporting efforts for agencies like FEMA, our USDA onda. Lastly, our team is really excited to be recognized by snowflake for using data for good. It has reminded us to continue doubling down on our commitment to using our product and expertise to partner with communities we operated. Thank you again. >>The winner of the machine Learning Master's word is unit for Energy. Viola Sarcoma Data Innovation leader is here on behalf of unit for >>Hello, everyone, Thanks for having me here. It's really a pleasure. And we were really proud to get this award. It means a lot for you. Nipper. It's huge recognition for our effort since last couple of years assed part of our journey and also a celebration off our success now for you. Newport. It would not be possible to start looking at Advanced Analytics techniques, not having a solid data foundation in place. And that's where we invested a lot in our cloud data platform in the cloud back by snowflake. Having this platform allowed us to employ advanced analytics techniques, combining data from Markit from fundamental data, different other sources of data like weather and extracting new friends, new signals that basically help us to partly or even in some cases fully automate some trading strategy. And we believe this will be really fundamental for for the future off raiding in our company and we will definitely invest in this area in the future. >>Our data application of the year is observed. Observers recognizes the most innovative, data driven application built on Snowflake and representing observed today is their CEO, Jeremy Burton. >>Let me just echo the thanks from the other folks on the coal. I mean snowflakes, separation of storage. Compute. I can't overstate what a really big deal it is. Um, it means that we can ingest in store data. Really? For the price of Amazon s three on board, we're in a category where vendors of historically charged for volume of data ingested. So you can imagine this really represents huge savings. Um, in addition, and maybe on a more technical note, snowflakes, elastic architectures really enables us to direct queries appropriately, based on the complexity of the query. So small queries or simple queries weaken director extra small warehouses and complex queries. We can direct, you know, for Excel. Or I think even a six x l is either there are on its way. The key thing there is that users they're not sitting around waiting for results to appear regardless of the query complexity. So I mean, really? The separation storage compute on the elastic architectures is a really big deal for us. >>Turning to the data Pioneer of the Year Award, I'm excited to be here with Faisal KP, senior manager of Enterprise Data Services from Pizza Hut. >>First of all, thank you, Snowflake, for giving this wonderful person. I think it means a lot for us in terms of validating what we're doing. I think we were one of the earlier adopters of Snowflake. We saw the vision of snowflake, you know, stories. Russell's computer separation on all the goodies, right? Right from back in 2017, I believe what snowflake enabled us is to actually get the scale with very little manpower, which is needed to man the entire system. So on the Super Bowl day, we have, you know, the entire crew literally a boardroom where the right from the CME, most of the CEOs to all the folks will be sitting and watching what is happening in the system. And we have to do a lot of real time analytics during that time. So with snowflake, you know, way used the elasticity of the platform we use, you know, platform you know their solutions, like snow pipe to basically automate the data ingestion coming through various channels, from the commas, from the stores, everything simultaneously. So as soon as the program is done, you know, we can scale scale down to our normal volume, which means we can, you know, way can save a lot. Of course. So definitely it snowflake has been game changer for us in terms of how we provide real time analytics. Our systems are used by thousands off restaurants throughout the country and, you know, by hundreds of franchisees. So the scale is something we have achieved with a lot of ability and success. >>In the category of data science Manager of the Year Award, we have a mission Min, director of cybersecurity and data science at Comcast. >>So thank you for having me and thank you for this wonderful award. So one of the biggest challenges you see in this other security spaces the tremendous amount of data that we have to compute every day to find the gold haystack. So one of the big challenges we overcame with by uniting snowflake was how do we go from like my other counterparts on the panel have said Theo operational overhead of maintaining a large data store and moved to more of results driven and data focused environment. And, you know, part of that journey was really the tremendous leadership. Comcast saying, You know, we want Thio through our day to day lives by relying less on operational work and Maura on answering questions. And so you know, over the last year we've really put Snowflake at the center of our ecosystem, knowing that it's elastic platform and its ability scale infinitely have given us the ability to dream big and use it to drop five cybersecurity. And while it's traditionally used for cybersecurity, we're starting to see the benefits right away and the beauty of the snowflake. Ecos, Miss. We're now able to enable folks that not traditionally have big data skills, but they have standards, sequel skills, and they could still work in the snowflake platform. So, you know, the transition to cloud has been very powerful for us as an organization. But I think the end story, the real takeaways, by moving our secretary operation to the cloud, we're now been able to enable more people and get the results they were looking for. You know, as other people have said fast, people hate to wait. So the scale of snowflake really shines. >>Yeah. Now, let's hear from our data Executive of the year. The Cost. Jane. Chief Digital Officer Packer. >>Thank you very much, Snowflake, for this really incredible recognition and honor of the work we're doing it back. Are we began. The first step in this process was for us to develop an enterprise Great data platform in the cloud capable off managing every aspect of data at scale. This this platform includes snowflake as our analytics data warehouse amongst many other technologies that we used for ingestion of data, data processing, uh, data governance, transactional, uh, needs and others. So this platform, once developed, has really helped us leverage data across the broad pack. Our systems and applications globally very efficiently and is enabling pack are, as a result to enhance every aspect. Selfish business with data. >>Ah, big congratulations again to all of the winners of the 2020 Data Drivers Awards. Thanks so much for joining us for a great conversation. And we hope that you enjoy the rest of the data cloud summit

>> Announcer: From theCUBE studios in Palo Alto and Boston connecting with thought leaders all around the world. This is a CUBE conversation. >> Hello everybody, welcome to this special CUBE conversation. My name is Dave Vellante and you're watching theCUBE. We're here with Sanjay Poonen who's the COO of VMware and a good friend of theCUBE. Sanjay great to see you. Thanks for coming on. >> Dave it's a pleasure. In these new circumstances, shelter at home and remote working. I hope you and your family are doing well. >> Yeah, and back at you Sanjay. Of course I saw you on Kramer Mad Money the other night. I was jealous. I said, "I need Sanjay on to get an optimism injection." You're a great leader And I think, a role model for all of us. And of course the "Go Niners" in the background really incented me to get-- I got my Red Sox cap and we have a lack of sports, but, and we miss it, But hey, we're making the best. >> Okay Red Sox is better than the Patriots. Although I love the Patriots. If i was in the east coast, especially now that Brady's gone. I guess you guys are probably ruing a little bit that Jimmy G came to us. >> I am a huge Tampa Bay fan all of a sudden. I be honest with you. Tom Brady can become a Yankee and I would root for them. I tell you that's how much I love the guy. But anyway, I'm really excited to have you on. It's obviously as you mentioned, these times are tough, but we're making the best do and it's great to see you. You are a huge optimist, but I want to ask you, I want to start with Narendra Modi just announced, basically a lockdown for 21 days. 1.3 billion people in your native country. I wonder if you could give us some, some thoughts on that. >> I'm, my parents live half their time in Bangalore and half here. They happen to be right now in the US, and they're doing well. My dad's 80 and my mom's 77. I go to India a lot. I spent about 18 years of my life there, and the last 32 odd years here and I still go there a lot. Have a lots friends and my family there. And , it's I'm glad that the situation is kind of , as best as they can serve it. It's weird, I was watching some of the social media photos of Bangalore. I tweeted this out last night. The roads look so clean and beautiful. I mean, it looks like 40 years ago when I was growing up. When I would take a bicycle to school. I mean Bangalore's one of the most beautiful cities in India, very green and you can kind of see it all again. And I think, as I've been watching some of the satellite photos of the various big cities to just watch sort of Mother Nature. Obviously, we're in a tough time and, I open my empathy and thoughts and prayers go to every family that's affected by this. And certainly ones who have lost loved ones, but it's sort of, I think it's neat, that we're starting to see some of the beautiful aspects of nature. Even as we deal with the tough aspects of sheltered home. And the incredible tough impacts of this pandemic across the world. >> Yeah, I think you're right. There is a silver lining as much as, our hearts go out to those that are that are suffering. You're seeing the canals in Venice run clear. As you mentioned, the nitrous oxide levels over China. what's going on in Bangalore. So, there is a little bit of light in the end of the tunnel for the environment, I hope. and at least there's an indication that we maybe, need to be more sensitized to this. Okay, let's get into it. I want to ask you, so last week in our breaking analysis. We worked with a data company called ETR down in New York City. They do constant surveys of CIO's. I want to read you something that they came out with just on Monday and get your reaction. Basically, their annual growth and IT spend they're saying, is showing a slight decline for 2020. As a significant number of organizations plan to cut and/or delay IT expenditures due to the coronavirus. Though the current climate may suggest worse many organizations are accelerating spending for 2020 as they ramp up their work-from-home infrastructure. These organizations are offsetting what would otherwise be a notable decline in global IT spend versus last year. Now we've gone from the 4% consensus at the beginning of the year. ETR brought it down to zero percent and then just on Monday, they went to slight negative. But, what's not been reported widely is the somewhat offsetting factor of work-from-home infrastructure. VMware obviously plays there. So I wonder if you could comment on what you're seeing. >> Yeah, Dave, I think , we'll have to see . I'm not an economic pundit. So we're going to have to see what the, IT landscape looks like in the overall sense and we'll probably play off GDP. Certain industries: travel, hospitality, I mean, it's brutal for them. I mean, and I hope that, what I really hope, that's going to happen to that industry, especially there's an infusion through recovery type of bill. Is that no real big company goes under, and goes bankrupt. I mean kind of the situation in 2008. I mean, people wondering what will happen to the Airlines. Boeing, hospital-- these are ic-- some of them like Boeing are iconic brands of the United States and of the world. There's only two real companies that make planes. So we've got to make sure that those industries stay afloat and stay good for the health of the world. Health of the US economy, jobs, and so on. That's always one end. Listen, health and safety of our employees always comes first. Before we even think about that. I always tell people the profits of VMware will wait if you are not well, if your loved ones not well, if your going to take care of people, take care of that first. We will be fine. This too shall pass. But if you're healthy, let's turn our attention because we're not going to just sit at home and play games. We're going to serve our customers. How do we do that? A lot of our customers are adjusting to this new normal. As a result, they have to either order devices with a laptop, screens, things of those kinds, to allow a work-from-home environment to be as close to productive as they work environment. So I expect that there will be a surge in the, sort of, end points that people need. I will have to see how Dell and HP and Lenovo, but I expect that they will probably see some surge in their laptops. As people, kind of, want those in the home and hopefully their supply chains are able to respond. But then with every one of those endpoints and screens that we need now for these types of organizations. You need to manage them, end point management. Often, you need virtual desktops on them. You need to end point security and then in some cases you will probably need, if it's a remote office, branch office, and into the home office, network security and app acceleration. So those Solutions, end point management, Workspace ONE, inclusive of a full-fledged virtual desktop capability That's our product Workspace ONE. Endpoint Securities, Carbon Black and the Network Platform NSX being software-defined was relegated for things like, load balancers and SDWAN capabilities and it's kind of almost feels like good, that we got those solutions, the last three, four years through acquisitions, in many cases. I mean, of course, Airwatch and Nicira were six, seven, eight years ago. But even SD-WAN, we acquired Velocloud three and a half years ago, Carbon Black just four months ago, and Avi in the last year. Those are all parts of that kind of portfolio now, and I feel we were able to, as customers come to us we're not going in ambulance-chasing. But as customers come to us and say, "What do you have as a work-at-home "for business continuity?" We're able to offer them a solution. So we did a webcast earlier this week. Where we talked about, we're calling it work in home with business continuity. It's led with our EUC offerings Workspace ONE. Accompanied by Carbon Black to secure that, and then underneath it, will obviously be the cloud foundation and our Network capabilities of NSX. >> Yeah, so I want to double down on that because it was not, the survey results, showed it was not just collaboration tools. Like Zoom and WebEx and gotomeeting Etc. It was, as you're pointing out, it was other infrastructure that was of VPN's. It was Network bandwidth. It was virtualization, security because they need to secure that work-from-home infrastructure. So a lot of sort of, ancillary activity. It was surprising to me, when I saw the data, that 21% of the CIO's that we surveyed, said that they actually plan on spending more in 2020 because of these factors. And so now we're tracking that daily. And the sentiment changes daily. I showed some other data that showed the CIO sentiment through March. Every day of the survey it dropped. Okay, so it's prudent to be cautious. But nonetheless, people to your point aren't just sitting on their hands. They're not standing still. They're moving to support this new work-from-home normal. >> Yeah, I mean listen, I forgot to say that, Yeah, we are using the video collaboration tools. Zoom a lot. We use Slack. We'll use Teams. So we are, those are accompanied. We were actually one of the first customers to use Zoom. I'm a big fan of my friend Eric Yuan and what they're doing there in modernizing, making it available on a mobile device. Just really fast. They've been very responsive and they reciprocated by using Workspace ONE there. We've been doing ads joined to VMware and zoom in the market for the last several years. So we're a big fan of their technology. So far be it from me to proclaim that the only thing you need here's VMware. There's a lot of other things on the stack. I think the best way, Dave, for us that we've sought to do this is again, I'm very sensitive to not ambulance-chase, which is, kind of go after this. To do it authentically, and the way that authentically is to be, I think Satya Nadella put this pretty well in an interview he did yesterday. Be a first responder to the first responder. A digital first responder, if I could. So when the, our biggest customers are hospital and school and universities and retailers and pharmacies. These are some of our biggest customers. They are looking, in some cases, actually hire more people to serve their communities and customers. And every one of them, as they , hire new people and so and so on, will I just naturally coming to us and when they come to us, serve them. And it's been really gratifying Dave. If I could read you the emails I've been getting the last few days. I got one from a very prominent City, the United States, the mayor's office, the CTO, just thanking us and our people. For being available who are being careful not to, we're being very sensitive to the pricing. To making sure customers don't feel like, in any way, that we're looking at the economics of it will always come just serve your customer. I got an email yesterday from a very large pharmacy. Routinely we were talking to folks in the, in the healthcare industry. University, a president of a school. In fact, Southern New Hampshire University, who I mentioned Jim Cramer. Sent me a note saying, "hey, we're really grateful you even mentioned our name." and I'm not doing this because, Southern New Hampshire University is doing an incredible job of moving a lot of their platform to online to help tens of thousands. And they were one of the early customers to adopt virtual desktops, and the cloud desktops, and the services. So, as we call. So in any of these use cases, I just tell our employees, "Be authentic. "First off take care of your families. "It's really important to take care of your own health and safety. But once you've done that, be authentic in serving our customers." That's what VR has always done. From the days of dying green, to bombers, to Pat, and all of us here now. Take care of our customers and we'll be fine. >> Yeah, and I perfectly understand your sensitivity to that notion of ambulance-chasing and I'm by no means trying to bait you into doing that. But I would stress, the industry needs you and the tech it-- many in the tech industry, like VMware, have very strong balance sheets. They're extremely viable companies and we as a community, as an industry, need companies like VMware to step up, be flexible on pricing, and terms, and payment, and things like that nature. Which it sounds like you're doing. Because the heroes that are on the front lines, they're fighting a battle every day, every hour, every minute and they need infrastructure to be able to work remotely with the stay-at-home mandates. >> I think that's right. And listen, let me talk a little bit of one of the things you talked about. Which is financing and we moved a lot of our business to increasingly, to the cloud. And SaaS and subscription services are a lot more radical than offer license and maintenance. We make that choice available to customers, in many cases we lead with cloud-first solutions. And then we also have financing services from our partners like Dell financial services that really allow a more gradual, radibal payment. Do people want financing? And , I think if there are other scenarios. Jim asked me on his show, "What will you do if one of your companies go bankrupt?" I don't know, that's an unprecedented, we didn't have, we had obviously, the financial crisis. I wasn't here at VMware during the dot-com blow up where companies just went bankrupt in 2000. I was at Informatica at the time. So, I'm sure we will see some unprecedented-- but I will tell you, we have a very fortunate to be profitable, have a good balance sheet. Whatever scenario, if we take care of our customers, I mean, we have been very fortunate to be one of the highest NPS, Net promoter scorer, companies in the industry. And , I've been reaching out to many of our top customers. Just a courtesy, without any agenda other than, we're just checking in. A friend in need is a friend indeed. It's a line that I remembered. And just reach out your customers. Hey listen. Checking in. No, other than can we help you, if there's anything and thank you, especially for ones who are retailers, pharmacies, hospitals, first responders. Thank them for what they're doing to serve many of their people. Especially people in retail. Think about the people who have to go into warehouses to service us, to deliver the stuff that comes to our home. I mean, these people are potentially at risk, but they do it. Put on masks. Braving health situations. That often need the paycheck. We're very grateful for that, and our hope is that this world situation, listen, I mentioned it on on TV as a kind of a little bit of a traffic jam. I love to ski and when I go off and to Tahoe, I tell my family, "I don't know how long it's going to take." with check up on Waze or Google Maps and usually takes four hours, no traffic. Every now and then it'll take five, six, seven. Worst case eight. I had some situation, never happen to me but some of my friends would just got stuck there and had to sleep in their car. But it's pretty much the case, you will eventually get there. I was talking to my dad, who is 80, and he's doing well. And he said, this feels a little bit like World War Two because you're kind of, in many places there. They had a bunker, shelter. Not just shelter in place, but bunker shelter in that time. But that lasted, whatever five, six years. I don't think this is going to last five, six years. It may be five, six months. It might be a whole year. I don't know. I can guarantee it's not going to be six years. So it won't be as bad as World War two. It certainly won't be as bad as the Spanish Flu. Which took 39 people and two percent of the world. Including five percent of my country, India in the 1918 to 1920 period, a hundred years ago. So we will get through this. I like, we shall overcome. I'm not going to sing it for you. It's one of my favorite Louis Armstrong songs, but find ways by which you encourage, uplift people. Making sure, it is tough, it is very tough times and we have to make sure that we get through this. That jobs are preserved as best as we can because that's the part I'm really, really concerned about. The loss of jobs and how we're going to recover as US economy, but we will make it through this. >> Yeah, and I want to sort of second what you're saying. That look, I know there are a lot of people at home that going a little bit stir crazy and this, the maybe a little bit of depression setting in. But to your point, we have to be empathic for those that are suffering. The elderly, who are in intensive care and also those frontline workers. And then I love your optimism. We will get through this. This is not the Spanish Flu. We have, it's a different world, a different technology world. Our focus, like many other small businesses is, we obviously want to survive. We want to maintain our full employment. We want to serve our customers and we, as you, believe that that is the recipe for getting through this. And so, I love the optimism. >> And listen, and we can help be a part of my the moment you texted me and said, "Hey, can I be in your show?" If it helps you drive, whatever you need, sponsorship revenue, advertising. I'm here and the same thing for all of our friends who have to adjust the way in which the wo-- we want to be there to help them. And I've chosen as best as I can, in terms of how I can support my family, the sort of five, five of us at home now. All fighting over bandwidth, the three kids, and my wife, and I. To be positive with them, to be in my social media presence, as best as possible. Every day to be positive in what I tweet out to the world And point people to a hope of what's going to come. I don't know how long this is going to last. But I can tell you. I mean, just the fact that you and I are talking over video interview. High fidelity, reasonably high fidelity, high bandwidth. The ability to connect. I mean it is a whole lot better than a lot of what happened in World War 2 or the Spanish flu. And I hope at the end of it, some of us, some of this will forever change our life. I hope for for example in a lot of our profession. We have to travel to visit customers. And now that I'm building some of these relationships virtually. I hope that maybe my travel percentage will drop. It's actually good for the environment, good for my family life. But if we can lower that percentage, still get things done through Zoom calls, and Workspace ONE, and things of those kinds, that would be awesome. So that's how I think about the way in which I'm adapting my life. And then I set certain personal goals. This year, for example, we're expanding a lot of our focus in security. We have a billion dollar security business and we're looking to grow that NSX, Common Black, Workspace ONE, and accompanying tools and I made it a goal to try and meet at all my sales teams. A thousand C-ISOs. I mean off I know a lot of CIO's in the 25 years, I've had, maybe five, six thousand of them in the world. And blessed to build that relationship over the years of my SAP and VMware experience, but I don't know. I mean, I knew probably 50 or 100. Maybe a few hundred CISO's. And now that we have a portfolio it's relevant to grant them and I think very compelling across network security and End Point security. We own the companies with such a strong portfolio in both those areas. I'm reaching out to them and I'm happy to tell you, I connected, I've got the names of 1,000 of the top CISO's in the Fortune 1000, Global 2000, and connecting with many of them through LinkedIn and other mixers. I hope I talked to many of them through the course of the year. And many of them will be virtual conversations. Again, just to talk to them about being a trusted advisor to us. Seeing if we can help them. And then of course, there will be a product pitch for NSX and Carbon Black and how we're different from whoever it is, Palo Alto and F5 and Netscaler and the SD line players or semantic McAfee Crowdstrike. We're differentiated so I want to certainly earn some of the business. But these are ways in which you adjust to a virtual kind of economy. Where I'm not having to physically go and meet them. >> Yeah, and we share your optimism and those CISO's are, they're heroes, superheroes on the front line. I'll tell ya a quick aside. So John Furrier and I, we're in Barcelona. When really, the coronavirus came to our heightened awareness and John looked at me and said, "Dave we've been doing digital for 10 years. "We have to take all of the software that we've developed, "all these assets and help our customers pivot." So we share that optimism and we're actually lucky to be able to have the studios and be able to have these conversations with you guys. So again, we share that, that optimism. I want to ask you, just on guidance. A lot of companies have come out and said we're not giving guidance anymore. I didn't see anything relative to VMware. Have you guys announced anything on guidance in terms of how you're going to communicate? Where are you at with that? >> No, I think we're just, I mean listen, we take this very carefully because of reg FD and the regulations of public company. So we just allow the normal quarterly ins. And of outside of that, if our CFO decides they may. But right now we're just continuing business as usual. We're in the middle of our, kind of, whatever, middle of our quarter. Quarter ends April. So work hard do the best we can in all the regions, be available for all of our teams. Pat, myself, and others we're, to the extent that we're healthy and we're doing well, but thank God, is reach out to CISO's and CIO's and CTO's and CEOs and help them. And I believe people will spend money. The questions we have to go over. And I think the stronger will survive. The companies with better balance sheet and unfortunately, some of the weaker companies won't. And I think quite frankly, if you do your job well. I don't mean this in any negative sense. The stronger companies will take share in these environments. I was watching a segment for John Chambers. He has been through a number of different, when I know him, so an I have, I've talked to him about some of the stuff. He will tell you that he, advises is a lot of his companies now. From the experiences he saw in 2008, 2001, in many of the crisis and supply chain issues. This is a time where leadership counts. The strong get stronger. Never waste a good crisis, as Winston Churchill said. And as you do that, the strong will come strong because you figure out ways by which, if you're going to make changes that were planned for one or two years from now. Maybe a good time to make them is now. And as you do that you communicate a vision for where you're going. Very clearly to your employees. Again incessantly over and over again. They, hopefully, are able to repeat it in their own words in a simple fashion, and then you get all of your employees in our case 30,000 plus employees of VMware lined up. So one of the things that we've been doing a lot of these days is communicate, communicate, communicate, internally. I've talked a lot about our communication with customer. But inside, our employees, we do calls with our top leaders over Zoom. Calls, intimate calls, and many, often we're adjusting to where I'll say a few words. I have a mandatory every two week goal with all of my senior most leaders. I'll speak for about five minutes and then for the next 25 minutes, the top 12, 15 of them I listen. To things, I want all of them to speak up. There's nobody who should stay silent, because I want to hear what's going on in that corner of the world. >> But fantastic Sanjay. Well, I mean, Boeing, I heard this morning's going to get some support from the government. And strategically that's very important for our country. Congress finally passed, looks like they're passing that bill, and support which is awesome. It's been, especially for all these small businesses that are struggling and want to maintain full employment. I heard Steve Mnuchin the other day saying, "Look, we're talking about two months of payroll "for people if they agree to keep people employed. "or hire them back." I mean the Fed. people say, oh the FED is out of arrows. The Feds, not out of arrows. I mean, I'm not an economist either. But the Fed. has a lot of bullets in their gun, as they say. So Sanjay, thanks so much. You're an awesome leader and really an inspirational executive and a good friend so thank you so much for coming on theCUBE. >> Dave, always a pleasure. Please say hi to all of my friends, your co-anchors, and the staff at CUBE. Thank them for all their hard work. It's a pleasure to talk to you this morning. I wish you, your family, and your friends and all of our community, stay safe and be well. >> Thank you Sanjay and thank you for watching everybody. This is Dave Vellante for the cube and we'll see you next time. (soft music)

>>Live from Denver, Colorado. It's the cube covering comm vault. Go 2019 brought to you by. >>Hey, welcome back to the cube Lisa Martin with Steven and Amanda. We are covering combo go 19 in Colorado day two of our coverage and we're excited to welcome a successful comm vault customer to the cube. We have from the main stage this morning, Matthew mag meet data center, director of Sonic healthcare. Matthew, welcome. Thank you for having me. This is so exciting. Oh good. We're excited to have you. So you got to, you are, you're, as your pen says, a combo customer champion. >>I am a customer champion a, I've kind of prided myself on that for the last few years. Uh, I like to get involved in the community and kind of help the other newcomers to come volt as well. As better my understanding and try to give the guys on the other end of the support line and break. >>So before we dig into Sonic and what you guys are doing and how you're working with combo, give our audience an overview of Sonic healthcare, what you guys do, where you're based, all that good background stuff. Okay. >>So I worked for a Sonic healthcare USA, so that's obviously in the United States. Uh, we are an anatomical and clinical pathology laboratory company. Um, we are based, uh, West coast central and East coast of the United States and we work with hospitals, doctor's office to provide, you know, quick and reliable laboratory results. >>So this is patient data. Yes. We think of, we think of data as I'm sure you do as well. It's the lifeblood. It's the new oil. It's all the things, right? That you hear the new bacon. It's the new bacon is that was like your quote? I saw that combo last year. >>Yeah, they had, they had teachers last year with that data. Yeah. Data is the new bacon. >>Well it's, it's critical, you know, regardless of if you're for Kim comparing it to bacon, I do like that. But it's also, there's the proliferation of it is hard to manage. Tell us a little bit about the it environment at Sonic. You guys have been using combo for about four years, but give us an overview of what you were working with before and how, what may be some of the compelling events were. >>So coming on board with Sonic, uh, the combo rollout was relatively new. We didn't, I didn't really come into a preexisting environment. It was like, okay, this is, this is what we're going to use. I need you to learn it and run with it, make sure that it works. Right. And um, you know, coming from other companies that had different software applications, I was always in charge of the disaster recovery. That's always been kind of like a, a beating heart for me. >>You're the Dr. Guy. It is apparently, >>it's really hard to find someone who's excited about backups. So I've put, it's like, yes, please take it. So I'm coming in and being able to mold this application to kind of how I wanted it was a little like touch and go at first because we had people out of our, um, overseas office that were, uh, handling already and is, they kind of set the stage of how they wanted it to go. But, you know, things change. We've got to kind of move things as we go, but I kind of owe a lot to them to kind of really introducing me to combo. >> So Matthew, one of the things that we've really enjoyed talking about at this show is everybody's ready. They're born ready, they know what they're doing, what it's preparing for when things do fail. So you talked a little bit on stage about some of those times when things fail and how today you're able to be here and you're, the other person in the D R group is here and you don't have to worry about walking away from the office and you know, having, you know, I guess not a Pedro anymore, but getting that call. >>Yeah, they need to be there. So my cell phone. But yeah, so bring us through some of those, you know, failure scenarios. We are always trying different things. You know, combo does offer a wide array of different solutions they have for plans and one of them is their active directory plan. And I'm leaning towards this cause this is my most recent failure is, you know, we were just, I've always had issues with active directory testing. The fail over and my first attempt at it was a failure. But I learned so much off the bat that I'm actually comfortable now that there might be a few tweaks that we have to do. By worst case scenario, we'd definitely be able to get it back online without any issue. But if we would've gone into it without testing, without that failure, who knows what could have happened. It could've been just a resume generating event, you know? >>Well, so you, you Stu alluded to it and what you mentioned in the keynote was, Hey, my other only other Dr. Guy is here in the audience. So I actually, I have >>team a data center team and we're all in charge. It's eight, eight people and we're, we're in charge of the disaster recovery. But, uh, the old gentleman who's with me is the only other one who's, uh, uh, done a lot of the combo training. He comes to Kai, he's been to all three combos, goes with me and uh, he's, he's probably the, if I'm not around, he's the next in line to take that. So if there's a major issue it would be one of us that they would contact by. We're both here >> and you're both here. Well that actually speaks volumes. It does. And we're comfortable and you know, we've been checking email for things but you know, everything's smooth sailing so far. >>I think I saw a quote from you, I think it was in a video where you said before it was like having a newborn. >>Absolutely, absolutely. I used to check like sign in. It's like 10 o'clock every single night for the first year that I worked for sign cause I was petrified cause you know, I knew that I was backing stuff up but I don't know, was it still running with it still being backed up? Did it pause? Was it causing performance issues on the other end? There were so many what ifs and I just, I was, I was a mess. I was a nervous wreck constantly, you know, working till one or two in the morning and then go to bed and then eagerly get up and start checking stuff even before I left the house, you know? And I'm like, Oh, okay, that's finished. But now it's like, yeah, I know I finished not worried about Matthew. I think back to early in my career it was the dreaded backup window is, you know, when am I going to be able to get that in there? >>Can I finish the backup in the window that I have? And we've mostly gotten beyond that. But you know, there's so many new now we were just talking with Sandy Hamilton who was on stage before you about some of that automation. Really great automation sounds good, but there's gotta be a little bit of fear. It's like shit, you know, talking about like texting, I said like we've all texted the wrong thing or the wrong person or you had the wrong person. So tell us your thoughts about how automation is impacting your world and how calm voltage. >> I actually have very little automation workflow running through comm vault right now. A lot of the stuff that we do automation wise lies on the VMware side. Um, so that's, that's been good. I haven't really implemented a lot just because I personally am not comfortable with it yet. >>I'm not against it. It's just something that I haven't really trained myself enough to say I'm going to leave and let this run by itself. I'm still like, Oh no, this could be better. This could be better. This can be better. So until I'm 100% comfortable with that, I think we'll just leave it at a semiautomated task of just, sorry, you said something down the road that you're absolutely even even sitting in keynote yesterday and listening about the Alexa automation and SMS tax, I like writing in a piece of paper to test that because it's something that I've always wanted and ever since combo go last year when they were using Alexa to check SLA and RPO and RTO, I'm like, I want to be able to do that. So that's definitely down the road, but it's on the back burner right now. >>So give us a landscape view distributed organization. You talked about your base in the U S but all of the different clinics and organizations that you work with, are you living in this multi-cloud world? >>So, uh, we are pretty much zero cloud initiative company. Yeah. I'm actually trying to work on a slogan, Oh no, cloud zero cloud and proud or something like that. But I'm not 100% sure. It's definitely not out of the question. But with FedRAMP co compliancy and HIPAA, there's just a lot of regulation between the data that we have for the U S that transmits back and forth, let's say Australia or Ireland or something like that. There's certain regulations that we have to deal with and uh, in the cloud there's, there's very few options of where you can actually have those servers. So it's right now, you know, on prem is kind of, it's kind of our jam. >>So as a lot of organizations are going through FedRAMP certification, I was just at one of Dell's events the other week. They're going through it. I know some other like e-signature companies are doing, a lot of companies are, are you paying attention to that? Is that something that you think in the future might provide more confidence? >>Completely transparent. It's something I should be paying more attention to that I'm, I've just, I really haven't really done as much research as I should have and you know, I take full responsibility for that. But at the same time, you know, there's, there's a lot of other things going on in the U S that until we implement something of that nature, I don't really think that I'm really too concerned about it. So Matthew, you've been to a few of these events. Last one, last year there was a lot of talk about the coming change in this year. Lot of new faces, new Hedvig metallic. Yeah. So what we'll want to get your impression on the executive changes, some of the, you know, are you seeing any indications of organizational changes and the products? What I'm seeing is I'm seeing new life to a product that I've always been told is a dinosaur, which I kind of laugh cause I'm like, well if this dinosaur is doing things that, you know, the greatest and latest and greatest things aren't or aren't really doing. So to see this new life, the new rebranding of the logo, the new leadership, the new acquisitions and everything is just like feeding fuel to the fire. That is combo. And, and I'm, I'm pretty excited. I will say that I'm a little bit more excited about the new additions to like orchestrate and activate since stuff like metallic. I won't really be implementing just because of our business practices. But yeah. >>Let's talk about in our last few minutes here, cause they actually talked about some of the new technologies with orchestrate activate yesterday and today, but in terms of support we just had as to mention, we just interviewed Sandy Hamilton and she's come on board in the last, I think she said four and a half months. Owning professional services systems, engineering support, customer success throughout the entire life cycle. Tell us a little bit in, in our closing minute or so about the support and training that you've gotten from combat that give you the confidence for you and one of your other guys to be here and not tied to your phone. >>I don't think I'd still be with combo if it wasn't for their support. I, I owe so much to their support. They've brought me through some pretty dark times with deployment, with troubleshooting, with failures where I thought that I had things right and it just didn't work. I've called in at one in the morning, got great support, I've caught any 10 in the morning and got great support, phenomenal follow up. Um, their, their community impact, like their forums and their customer champion. So much. Just additional information that helps you not have to call in and not make you feel like that, Oh, that failure. So I owe a lot to their support and their training because without a, like I wouldn't be, I wouldn't be on stage. I'm, I'm wonder if you could put a point on that, the, the forums in your participation as a customer champion, you're spending your own time, you're working with your PBM. >>Why is that so important and how is this the vibrancy of this community, you know, it belongs to the worlds, you know, naming the things that you learn. Somebody taught me, so why shouldn't I teach somebody else? And if that makes someone else be able to go out and ride mountain bikes or cook with their daughter or do anything like that, then I'm all for it because it got me, it got me through all that. So I mean I have 10 15 minutes on the customer forum to answer you. Oh yeah, I know that. I've seen that. I had a gentleman the first morning at breakfast, like I've had a ticket open for two weeks and they can't figure it out. And we worked together and actually got his problem solved, you know? And it was like the only reason is because I've seen that and I worked with combat and they showed me how to fix it and I retain that knowledge. >>That's awesome. DOE takes paying it forward to a whole new level. And it also volumes about how you followed Jimmy chin this morning and nailed it. I tried. It was very difficult, you know, I'm sure that you know why he was filming that solo climber. He was sweaty palms. I was definitely sweaty phone calls. It was, well, Matthew, what a pleasure to have you on the program. So much fun. Thank you. Congratulations on your success and we look forward to hearing it. Many more great things out of Sonic. Thank you. All right. First to a minimum I and Lisa Martin, you're watching the cube from combo go 19.