>>Hello friends and welcome back to Fabulous Las Vegas, Nevada, where we are live from the show floor at AWS Reinvent. My name is Savannah Peterson, joined by my fabulous co-host John Furrier. John, how was your lunch? >>My lunch was great. Wasn't very complex like it is today, so it was very easy, >>Appropriate for the conversation we're about >>To have. Great, great guests coming up Cube alumni and great question around complexity and how is wellbeing teams be good? >>Yes. And, and and on that note, let's welcome John from DeWit as well as Danny from Inox. I swear I'll be able to say that right by the end of this. Thank you guys so much for being here. How's the show going for you? >>Excellent so far. It's been a great, a great event. You know, back back to pre Covid days, >>You're still smiling day three. That's an awesome sign. John, what about you? >>Fantastic. It's, it's been busier than ever >>That that's exciting. I, I think we certainly feel that way here on the cube. We're doing dozens of videos, it's absolutely awesome. Just in case. So we can dig in a little deeper throughout the rest of the segment just in case the audience isn't familiar, let's get them acquainted with your companies. Let's start with do it John. >>Yeah, thanks Savannah. So do it as a global technology company and we're partnering with deleted cloud providers around the world and digital native companies to provide value and solve complexity. John, to your, to your introductory point with all of the complexities associated with operating in the cloud, scaling a business in the cloud, a lot of companies are just looking to sort of have somebody else take care of that problem for them or have somebody they can call when they run into, you know, into problems scaling. And so with a combination of tech, advanced technology, some of the best cloud experts in the world and unlimited tech support or we're offloading a lot of those problems for our customers and we're doing that on a global basis. So it's, it's an exciting time. >>I can imagine pretty much everyone here on the show floor is dealing with that challenge of complexity. So a couple customers for you in the house. What about you Danny? >>I, I come from a company which operates in a financial industry market. So we essentially a global broker, financial trading broker. Which what this means for those people who don't really understand, essentially we allow clients to be able to trade digitally and speculate with different pricing, pricing tools online. We offer a different products for different type of clients. We have institutional clients, we've got our affiliates, partners programs and we've got a retail clients and this is where AWS and Doit comes handy allows us to offer our products digitally across the globe. And one of the key values for us here is that we can actually offer a product in regions where other people don't. So for example, we don't compete in North America, we don't compete in EME in Europe, but we just do it in AWS to solve our complex challenges in regions that naturally by, depending on where they base, they have like issues and that's how we deliver our product. >>And which regions, Latin >>America, Latin, the entire Africa, subcontinent, middle East, southeast Asia, the culture is just demographic is different. And what you used to have here is not exactly what you have over there. And obviously that brings a lot of challenges with onboarding and clients, deposit, trading activities, CDN latency, all of >>That stuff. It's interesting how each region's different in their, their posture with the cloud. Someone roll their own, someone outta the box. So again, this brings up this theme this year guys, which is about end to end seeing purpose built like specialty solutions. A lot of solutions going end to end with data makes kind of makes it more complicated. So again, we got more complexity coming, but the greatest the cloud is, you can abstract that away. So we are seeing this is a big opportunity for partners to innovate. You're seeing a lot of joint engineering, a lot more complexities coming still, but still end to end is the end game so to speak. >>A absolutely John, I mean one, one of the sort of ways we describe what we try to do for our customers like Equinox is to be your co-pilot in the cloud, which essentially means, you know, >>What an apt analogy. >>I think so, yeah, >>Well, well >>Done there. I think it works. Yvanna. Yeah, so, so as I mentioned, these are the majority or almost all of our customers are pretty sophisticated tech savvy companies. So they don't, you know, they know for most, for the most part what they're trying to achieve. They're approaching scale, they're at scale or they're, or they're through that scale point and they, they just wanna have somebody they can call, right? They need technology to help abstract away the complex problem. So they're not doing so much manual cloud operational work or sometimes they just need help picking the next tech right to solve the end to end use case that that they're, that they're dealing with >>In business. And Danny, you're rolling out solutions so you're on, you're on the front lines, you gotta make it easier. You didn't want to get in the weeds on something that should be taken care of. >>Correct. I mean one of the reasons we go do it is you need to, in order to involve do it, you need to know your problems, understand your challenges, also like a self review only. And you have to be one way halfway through the cloud journey. You need to know your problems, what you want to achieve, where you want to end up a roadmap for the next five years, what you want to achieve. Are we fixing or developing a building? And then involve those guys to come and help you because they cannot just come with magic one and fix all your problems. You need to do that yourself. It's not like starting the journey by yourself. >>Yeah. One thing that's not played up in this event, I will say they may, I don't, they missed, maybe Verner will hit it tomorrow, but I think they kind of missed it a little bit. But the developer productivity's been a big issue. We've seen that this year. One of the big themes on the cube is developer productivity, more velocity on the development side to keep pace with what's on, what solutions are rolling out the customers. And the other one is skills gap. So, and people like, and people have old skills, like we see VMware being bought by Broadcom for instance, got a lot of IT operators at VMware, they gotta go cloud somewhere. So you got new talent, existing talent, skill gaps, people are comfortable, yet the new stuff's there, developers gotta be more productive. How do you guys see that? Cuz that's gonna be how that plays now, it's gonna impact the channel, the partnership relationship, your ability to deliver. >>What's your reaction to that first? Well I think we obviously have a tech savvy team. We've got developers, we've got dev, we've got infrastructure guys, but we only got so much resource that we can afford. And essentially by evolving due it, I've doubled our staff. So we got a tech savvy senior solution architects which comes to do the sexy stuff, actually develop and design a new better offering, better product that makes us competitive. And this is where we involved, essentially we use the due IT staff as an staff employees that our demand is richly army of qualified people. We can actually cherry pick who we want for the call to do X, Y, and Z. And they're there to, to support you. We just have to ask for help. And this is how we fill our gap from technical skills or budget constrained within, you know, within recruitment. >>And I think, I think what, what Danny is touching on, John, what you mentioned is, is really the, the sort of the core family principle of the company, right? It's hard enough for companies like Equinox to hire staff that can help them build their business and deliver the value proposition that they're, that they see, right? And so our reason for existence is to sort of take care of the rest, right? We can help, you know, operate your cloud, show you the most effective way to do that. Whether they're finops problems, whether they're DevOps problems, whether dev SEC ops problems, all of these sort of classic operational problems that get 'em the way of the core business mission. You're not in the business of running the cloud, you're in the business of delivering customer value. We can help you, you know, manage your cloud >>And it's your job to do it. >>It is to do it >>Can, couldn't raise this upon there. How long have y'all been working together? >>I would say 15 months. We took, we took a bit of a conservative approach. We hope for the baseball, prepare for the worst. So I didn't trust do it. I give them one account, start with DEF U A C because you cannot, you just have to learn the journey yourself. So I think I would, my advice for clients is give it the six months. Once you establish a relationship, build a relationship, give them one by one start slowly. You actually understand by yourself the skills, the capacity that they have. And also the, for me consultants is really important And after that just opens up and we are now involving them. We've got new project, we've got problem statement. The first thing we do, we don't Google it, we just say do it. Log a ticket, we got the team. You're >>A verb. >>Yeah. So >>In this case we have >>The puns are on list here on the Cuban general. But with something like that, it's great. >>I gotta ask you a question cuz this is interesting John. You know, we talked last year on the cube and, and again this is an example of how innovations playing out. If you look at the announcements, Adam Celski did and then sw, he had 13 or so announcements. I won't say it's getting boring, but when you hear boring, boring is good. When you start getting into these, these gaps in the platforms as it grows. I won't say they was boring cause that really wasn't boring. I like the data >>Itself. It's all fascinating, John, >>But it, but it's a lot of gap filling, you know, 50 connectors you got, you know, yeah. All glue layers being built in AI's critical. The match cloud is there. What's the innovation? You got a lot of gaps being filled, boring is good. Like Kubernetes, we say there boring means, it's being invisible. That means it's going away. What's the exciting things from your perspective in cloud here? >>Well, I think, I mean, boring is an interesting word to use cuz a company with the heritage of AWS is constantly evolving. I mean, at the core of that company's culture is innovation, technology, development and innovation. And they're building for builders as, as you know, just as well as I do. Yeah. And so, but what we find across our customer base is that companies that are scaling or at scale are using maybe a smaller set of those services, but they're really leveraging them in interesting ways. And there is a very long tail of deeper, more sophisticated fit for purpose, more specific services. And Adam announced, you know, who knows him another 20 or 30 services and it's happening year after year after year. And I think one of the things that, that Danny might attest to is, I, I spoke about the reason we exist and the reason we form the company is we hold it very, a very critical part of our mission is to stay abreast of all of those developments as they emerge so that Danny and and his crew don't have to, right? And so when they have a, a, a question about SageMaker or they have a question about sort of the new big data service that Adam has announced, we take it very seriously. Our job is to be able to answer that question quickly and >>Accurately. And I notice your shirt, if you could just give a little shirt there, ops, cloud ops, DevOps do it. The intersection of the finance, the tuning is now we're hearing a lot of price performance, cost recovery, not cost recovery, but cost management. Yeah. Optimizing. So we're seeing building scale, but now, now tuning almost a craft, the craft of the cloud is here. What's your reaction to that? It, >>It absolutely is. And this is a story as old as the cloud, honestly. And companies, you know, they'll, they'll, companies tend to follow the same sort of maturity journey when they first start, whether they're migrating to the cloud or they were born in the cloud as most of our customers are. There's a, there's a, there's an, there's an access to visibility and understanding and optimization to tuning a craft to use your term. And, and cost management truly is a 10 year old problem that is as prevalent and relevant today as it was, you know, 10 years ago. And there's a lot of talk about the economics associated with the cloud and it's not, certainly not always cheaper to run. In fact, it rarely is cheaper to run your business from any of the public cloud providers. The key is to do it and right size it and make sure it's operating in accordance and alignment with your business, right? It's okay for cloud process to go up so long as your top line is also >>Selling your proportion. You spend more cloud to save cloud. That's it's >>Penny wise, pound full. It's always a little bit, always a little bit of a, of a >>Dilemma on, on the cost saving. We didn't want to just save money. If you want to save money, just shut down your services, right? So it's about making money. So this is where do it comes, like we actually start making, okay, we spend a bit more now, but in about six months time I will be making more money. And we've just did that. We roll out the new application for all the new product offering host to AWS fully with the guys support, a lot of long, boring, boring, boring calls, but they're productive because we actually now have a better product, competitive, it's tailored for our clients, it's cost effective. And we are actually making money >>When something's invisible. It's working, you know, talking about it means it's, it's, it's operational. >>It's exactly, it's, >>Well to that point, John, one of the things we're most proud of in, you know, know this year was, was the launch of our product we called Flex Save, which essentially does exactly what you've described. It's, it's looking for automation and, and, and, and automatic ways of, yes. Saving money, but offering the opportunities to, to to improve the economics associated with your cloud infrastructure. >>Yeah. And improving the efficiency across the board. A hundred percent. It, it's, oh, it's awesome. Let's, and, and it's, it's my understanding there's some reporting and insights that you're able to then translate through from do it to your CTO and across the company. Denny, what's that like? What do you get to see working >>With them? Well, the problem is, like the CTO asked me to do all of that. It is funny he thinks that he's doing it, but essentially they have a excellent portal that basically looks up all of our instances on the one place. You got like good analytics on your cost, cost, anomalies, budget, costal location. But I didn't want to do that either. So what I have done is taken the next step. I actually sold this to the, to my company completely. So my finance teams goes there, they do it themselves, they log in, check, check, all the billing, the costal location. I actually has zero iteration with them if I don't hear anything from them, which is one of the benefits. But also there is lot of other products like the Flexe is virtually like you just click a finger and you start saving money just like that. Easy >>Is that easy button we've been talking about on >>The show? Yeah, exactly, exactly how it is. But there is obviously outside of the cost management, you actually can look at what is the resource you using do actually need it, how often you use it, think about the long term goal, what you're trying to achieve, and use the analytics to, and actually I have to say the analytics much better than AWS in, in, in, in cmp. It's, it's just more user friendly, more interactive as opposed to, you know, building the one in aws. >>It's good business model. Make things easy for your customers. Easy, simple >>To use. >>It's gotta be nice to hear John. >>Well, so first of all, thank you daddy. >>We, we work, but in all seriousness, you know, we, we work, Danny mentioned the trust word earlier. This is at the core of if we don't, if we're not able to build trust with our clients, our business is dead. It, it just doesn't exist. It can't scale. In fact, it'll go the opposite direction. And so we're, we work very, very hard to earn that trust and we're willing to start small to Danny's example, start small and grow. And that's why we're very, one of the things we're most proud of is, is how few customers tend to leave us year over year. We have customers that have been with us for 10 years. >>You know, Andy, Jesse always has, I just saw an interview, he was on the New York Times event in New York today as a CEO of Amazon. But he's always said in these build out phases, you gotta work backwards from the customer and innovate on behalf of the customer. Cause that's the answer that will always be a good answer for the outcome versus optimizing for just profit, you know what I'm saying? Or other things. So we're still in build out mode, >>You know, as a, as a, as a core fundamental sort of product concept. If you're not solving important problems for our customer, what are you, why, why are you investing? It just >>Doesn't make it. This is the beauty we do it. We actually, they wait for you to come to do the next step. They don't sell me anything. They don't bug me with emails. They're ready. When you're ready to make that journey, you just log a ticket and then come and help you. And this is the beauty. You just, it's just not your, your journey. >>I love it. That's a, that's a beautiful note to lead us to our new tradition on the cube. We have a little bit of a challenge for the both of you. We're looking for your 32nd Instagram real thought leadership sizzle anecdote. Either one of you wanna go first. John looks a little nauseous. Danny, you wanna give it a go? >>Well, we've got a few expressions, but we don't Google it. We just do it. And the key take, that's what we do now at, at, and also what we do is actually using their stuff as an influence employees richly. Like that's what we do. >>Well done, well done. Didn't even need the 30 seconds. Fantastic work, Danny. I love that. All right, John, now you do have to go. Okay, >>I'll goodness. You know, I'll, I'll, I'll, I'll I'll go back to what I mentioned earlier, if that's okay. I think we, you know, we exist as a company to sort of help our customers get back to focusing on why they started the business in the first place, which is innovating and delivering value to customers. And we'll help you take care of the rest. It's as simple as that. Awesome. >>Well done. You absolutely nailed it. I wanna just acknowledge your fan club over there watching. Hello everyone from the doit team. Good job team. I love, it's very cute when guests show up with an entourage to the cube. We like to see it. You obviously deserve the entourage. You're, you're both wonderful. Thanks again for being here on the show with Oh yeah, go ahead >>John. Well, I would just like to thank Danny for, for agreeing to >>Discern, thankfully >>Great to spend time with you. Absolutely. Let's do it. >>Thank you. Yeah, >>Yeah. Fantastic gentlemen. Well thank you all for tuning into this wonderful start to the afternoon here from AWS Reinvent. We are in Las Vegas, Nevada with John Furier. My name's Savannah Peterson, you're watching The Cube, the leader in high tech coverage.

(bright music) >> Welcome back to Las Vegas. It's theCUBE live at AWS re:Invent 2021. Lisa Martin here with Dave Vellante. We have two live sets, continuous CUBE coverage. That's what we mean by that. Two remote sets, over a hundred guests on the program at re:Invent 21, lots of content. We are running one of the largest hybrid tech events with AWS and its enormous ecosystem of partners talking about the next decade of cloud innovation. Dave and I are pleased to welcome John Purcell, the Chief Product Officer of DoiT international to the program. John, how's it going? >> It's going well. It's nice to meet you both. Thanks for having me. >> Likewise, nice to meet you as well. Talk to us about DoiT. Who are you guys, what do you do, and then we'll talk about your relationship with AWS. >> Sure, Lisa. Yeah, so we're a global technology company and our mission is pretty simple. Companies are embracing the public cloud at an incredible rate as we all know. That's why we're here. And we simply set out to help them do that well. Help them be successful. Drive the objectives that they've got in terms of why they originally adopted the cloud in the first place. We have a pretty unique value proposition, I would say. We do three things with companies like this. First is we resell you the public cloud. So you will build through us. And as a follow-up to that, we do three things. We provide an intelligent technology portfolio that's available to you to use. We provide an advanced set of advisory and consulting services available to you. And we provide a 24/7 unlimited technical support, both for our technology and for your cloud. And all of that is available to you at no additional costs as a client of DoiT. So it's a pretty unique value proposition. >> Got it, okay. And so tell me about some of the things that you've noticed in the last 22 months with the pandemic. We've seen this massive acceleration of digital transformation, cloud adoption. Obviously, every company now becoming a data company, or if they're not, they're not going to be around much longer. Have you seen any industries in particular that are really come to do it? It's like guys help us out. We've got to move fast. >> Sure. So, there are hundreds of thousands, maybe millions depends on what can you believe or when you read it, but these are all companies who are adopting the cloud. They've bought into the promise of the cloud. And this has been going on now for a few years, perhaps a decade. Certainly, AWS has been doing this for 15 years now. And we suddenly saw certainly during the pandemic an acceleration of that. But we particularly focused on companies who were already in the cloud. They're poised for growth, they're technology savvy in many cases, in almost all cases. And these are specifically who we target. They don't need remedial level assistance. They're technical experts, so to speak. And so we can provide an additional level of help for their most complex, but still essential problems. And so they're the tier of companies we mostly focus on. >> And you said earlier you do the billing. You have basically white labeling the cloud. >> That is our primary business, Dave. Yes, we will resell you. So you consume all of the same services, all of the same technology, but you can then take benefit from in the public cloud. You simply transact through DoiT. >> Okay. So I'm trying to square the circle between you have highly technical people that obviously could figure out cloud pricing on their own, but yet at the same time, you're that layer between which simplifies things. Is that because the highly complex teams want to or technical teams want to spend time doing other stuff, or? >> That's primary, I think that's a good insight, Dave. I think a lot of companies, whether you're born in the cloud or migrating to the cloud, you're doing it for a set of reasons that I think are well-established at this point. It's agility, it's acceleration, it's competitive resistance. I need to be able to take advantage of the newest and most emerging technologies, but something happens on your way to the cloud. There's a set of management responsibilities that in many cases have been around as long as IT has been around, but don't disappear just because you've chosen to build your business in the cloud. And so when companies look to DoiT, what we can provide for them is the level of assistance to alleviate some of that management burden. And again, these are not companies who are looking at very basic, simple entry level questions, like which cloud should I choose? These are companies who in many cases have chosen a cloud. They're operating. They've built infrastructure. They have a cloud estate and they're poised for that growth. So in many cases it's, am I architected for scale? Am I secure across the entire surface area? Have I chosen the right technologies for the next phase of the business evolution? >> You're an accelerant. >> We're an accelerant. >> And then large, medium, small, yes. All of the above. >> All of the above Dave, I would say. If you're a company that's in the cloud, you are technically savvy and you're poised and ready for growth. We're interested to talk to you. We can provide support. >> I want to get your point of view on something, John. So initially the cloud, when Amazon turned the cloud into an API and allowed small companies to have data center infrastructure, the same as big companies compete. And then the big companies caught on and was undergoing this massive IT transformation. And if you saw the Goldman deal this morning. Goldman Sachs is basically creating a Uber super cloud on top of AWS, allowing their hedge funds access to their data, their tooling, essentially their SaaS that they've built. So the big guys are like, almost have an advantage now because that's a highly technical thing to do. And I wonder if the little guys in this next transformation to get left out, can you help? Is that something you do? What do you think about that balance of power if you will, between small and big? >> Well, I think it's really about what your success objectives are. I mean, Goldman Sachs is a global banking, global financial services company. They have a different set of expectations to satisfy their global demand, their clients, their companies, their portfolios. The need is simply one of scale, I would say. What are the real value propositions that you're trying to provide to your customer base? And whether you're a 10 person startup with a modest level of infrastructure and spend in the cloud, or you're Goldman Sachs. Interestingly, a lot of the problems are consistent. It's similar between the two. The cloud is dynamic. By its very nature, it's an elastic thing. It scales up, it scales down. It ebbs and it flows. So the dynamic and constant or continuous rate of change, poses similar sets of problems for Goldman, just as it would for any of the startups you see. >> And the problem is getting it right? >> Getting it right, maintaining an awareness of what's going on, making sure that you're spending the right amount of money on the right services to what we call rate optimized. And making sure that you're secure, that you have visibility into what's changing the beauty of the cloud, the promise of the cloud, is that we can have compute memory and storage whenever we want it, drop of a hat. The flip side of that is anyone can get it whenever they want within your organization. And so maintaining some control and governance over that process is the same for large and small. >> So then, where are you having customer conversations? You talked about the maturation level of the customers that you are working with large and small, but where are your conversations? Are they within the IT stack? Are they higher level? Knowing that you got organizations that already obviously understand the value of the cloud, but need to optimize it, need to grow, need to scale. Has that conversation elevated, especially in the last 22 months? >> I think traditionally, movements to the cloud and the kinds of problems we end up focusing on are very engineering, DevOps, who cares about scale, who cares about choosing the right technology, solving the right technology problems. But increasingly, when you fuse technology and the scale of technology with, how do you pay for it, how do you budget for it, how do you govern it, and how do you make sure that the rollout into the cloud is done proportional to your business expectations, indexed to things like business growth. That's where you see that overlap between let's say finance and engineering and creating a common language for both of those constituents to use when we talk about we need to budget for our spend. That's really difficult to do in the cloud. It's not as simple as just look up a price sheet and away we go. It's so dynamic. It creates a really interesting problem and a very hard problem. >> You guys have done a nine figure raise. So obviously, you're more than a consultancy. You've got a tech stack of your own. Maybe you could talk about your portfolio. >> Sure, so we are a technology company and we invest in a couple of keys. I would say three key areas in order to help solve the problems we're talking about. Number one is what we call analytics that matter. One of the hardest things to keep track of because of the dynamic nature of cloud infrastructure is what's coming and going and what is it costing, what is the true cost to the business, and how do we put some governance around that in the form of budgets and so forth. But making sense of that from one company to the next, they're very inconsistent. Your business looks different to my business, looks different to the next person's business. So creating a set of insights that are relevant specifically to your business is a tricky proposition. So that's why we call it analytics that matter to you. So that's a big area of investment in the tech portfolio. The second area we invest in is what we call simply cost savings. So once you know what your spend base looks like. Once you know what's going where, the trick then is to find ways to optimize that. It's not always about reducing costs. This is sort of a common, you hear this a lot in the industry. How do I reduce my cost? It's about optimizing it to the right level. So that increase in costs might be fine if your business is growing. So our goal is to provide smart software that helps you find the right rate for your unit of consumption and then use software to automatically apply that. And then the third area, if I could just finish on that note is what we call proactive governance. And that's simply most basic form of financial governance is a budget. How can we set a budget and then look for situations where we might be in jeopardy of breaching that or exceeding what we've set as our governance controls. >> So where in those three areas do you use machine intelligence? All three? I mean, maybe you could talk about how you're injecting AI? >> Yeah, that's great. So we use it in as many places as we think is relevant. So certainly when you're looking at large datasets, for example, billing and usage data, leveraging advanced algorithms, like various machine learning techniques to help you look for patterns, to help you derive, look at project forward looking expectations based on what you've seen up to date is a really interesting machine learning use case. And so when we're looking at forecasts, this is your spend month-to-date. This is where we expect you to finish the month. Very common sort of intuitive use case. When you set a budget, we can predict for you pretty accurately when you will hit that limit or the threshold on the way to that limit. And then one of the final ways we leverage machine learning today is what we call anomaly detection. So we talked about it, a lot of things changing, not always intentional, not always for the betterment of the business. So if something happens in your cloud estate, for example, mistake or misconfiguration, and it creates a spike in usage or it creates what we might say as anomaly, unexpected behavior, we can catch that. We can look at the patterns, catch that, and then take action. So those are the three most common areas we use machine learning today. >> Can you give us an example of a customer that you think that you working with, that really articulates the value of what DoiT is enabling and what you're delivering customers? >> Well, it's like picking your favorite child. (Lisa laughs) We work with over 1500 customers today, around the world. Various sizes as we discussed earlier. The range of challenges and problems they bring to us is wide and varied. And that's one of the big challenges that we're working hard to try to maintain a pace, to keep pace with. So we're working very hard, you can imagine when a company is choosing a technology partner, like DoiT, you've got to earn that trust. You've got to earn their trust because you're taking action sometimes on their behalf using software. So we've got to work hard to earn it. We've got to demonstrate it and now we've got to keep it. So especially in the world of SaaS and cloud, you're always re-earning and re-upping that trust. So I'd rather not pick a favorite customer. They're all favorites of mine. >> I should have ask early on. What is cloud to you? Is it purely public cloud or is it hybrid? >> It's public cloud primary. That's where we focus. So if you're a growing company, poised for growth, using one or more public clouds, that's our sweet spot. >> And what's your roadmap look like? Give us a little perspective on where you're headed. >> Yeah, so our roadmap. So we have, I would say a pretty rich and rather daunting, I would say, strategy that we need to execute over the next 12 to 18 months. And it's driven primarily, Dave, by the problems that we talked about, that our customers bring to us. That's the beauty of working in a company that's both a technology, a deep technology company, and has a strong advisory and consultancy angle. The problems we hear about are real operational, real world problems. They're not here's a problem we think you should have and you don't know you have, and here's a solution to that. You may not have known existed. These are problems, mostly reacting to things we deal with on a daily basis. So whether it's analytics and insights, as we talked about whether it's cost savings and making sure that we can apply rate optimization across compute memory storage network. You name it, anywhere that you can derive. For example, discounts or savings in the cloud. We need to be able to automatically apply those. And then finally, the proactive governance is a big area of focus for us over the course of 22. And so we'll continue to sort of invest broadly and deeply across each of those areas. >> Last question for you, as we wrap up here. One of the things that we talk about with AWS all the time is their, Hey, we work backwards from the customer first, that sort of customer obsession. It sounds like you were talking about from an advisory perspective that the customers that do it works with are really influential on that roadmap that you just talked about, on the direction that you guys are taking the company. >> I would say, one of the things that you'll find as when you talk to product people and companies, and you probably know yourself is that you always want to have more customer interaction. You can never have enough because there's nothing worse than investing, building, shipping and it's not used. So for us, I'm delighted. I mean, this is one of the first companies I've worked for that has a really rich and dynamic and very deeply qualified set of customer interaction and feedback. So, my colleagues will appreciate when I say it's rather easy to pick the things that we know are going to be truly valuable and truly used. So it is, it was mentioned. Adam mentioned it in the AWS keynote yesterday about from customer backwards. We're very much the same and we have a strong set of customers that are vocal and we're delighted to have them. >> Excellent. John, thank you so much for joining Dave and me on the program, talking about what you guys are doing and how you're helping businesses really accelerate in every industry. We appreciate your insights and your time. >> It's a pleasure to meet you both. Thank you. >> Likewise for Dave Vellante. I'm Lisa Martin. You're watching theCUBE at AWS re:Invent. theCUBE, the global leader in live tech coverage. (bright music)