well hello everybody John Wallace here on thecube he's continuing our segments here on the AWS Global startup showcase we are at day three of Reinventing irking Zhang is joining us now he is the CEO co-founder of Jupiter one um first off before we get going talking about you know security and big world for you guys I know what's your take on the show what's been going on out here at re invent yeah yeah ring event has been one of my favorite shows there's a lot of people here there's a lot of topics of course it's not just cyber security a lot of cloud infrastructure and just technology in general so you get a lot you know if you go walk the floor you see a lot of vendors you look at us go into sessions you can learn a lot but you're the Hot Topic right everybody's focused on Cyber yeah big time and with good reason right because as we know the Bad actors are getting even smarter and even faster and even more Nimble so just paint the landscape for me here in general right now as you see uh security Cloud Security in particular and and kind of where we are in that battle well we are clearly not winning so I think that in itself is a bit of a uh interesting problem right so as a it's not just Cloud security if you think about cyber security in general as an industry it has it has not been around for that long right but if you just look at the history of it uh we haven't done that while so uh pick another industry say medicine which has been around forever and if you look at the history of Medicine well I would argue you has done tremendously well because people live longer right when you get sick you get access to health care and yeah exactly you have Solutions and and you can see the trend even though there are problems in healthcare of course right but the trend is is good it's going well but not in cyber security more breaches more attacks more attackers we don't know what the hell we're doing with that many solutions and you know that's been one of my struggles as a former CSO and security practitioner for many years you know why is it that we're not getting better all right so I'm going to ask you the question yeah okay why aren't we getting better you know how come we can't stay ahead of the curve on this thing that for some reason it's like whack-a-mole times a hundred every time we think we solve one problem we have a hundred more that show up over here exactly and we have to address that and and our attention keeps floating around yeah I think you said it right so because we're taking this guacamole approach and we're looking for the painkiller of the day and you know we're looking for uh the Band-Aids right so and then we ended up well I I think to be fair to be fair to your industry the industry moves so quickly technology in general moves so quickly and security has been playing catch-up over time we're still playing catch-up so when you're playing catch-up you you can almost only uh look at you know what's the painkiller of what's the band name of the day so I can stop the bleeding right but I do think that we're we're to a point or we have enough painkillers and Band-Aids and and we need to start looking at how can we do better fundamentally with the basics and do the basics well because a lot of times the basics that get you into trouble so fundamentally the foundation I if I hear you right what you're saying is um you know quick changing industry right things are moving rapidly but we're not blocking and tackling we're not doing the X's and O's and so forget changing and we we got to get back to the basis and do those things right exactly you can only seem so simple it seems so simple but it's so hard right so you can you can think about you know uh even in case of building a starter building a company and and in order at one point right so we're blocking uh blocking tackling and then when we grow to a certain size we have to scale we have to figure out how to scale the business this is the same problem that happens in security as an industry we've been blocking happening for so long you know we're the industry is so young but we're to a point that we got to figure out how to scale this scale this in a fundamentally different way and I'll give you some example right so so what when we say the basics now it's easy to to think that say users should have MFA enabled is one of the basics right or another Basics will be you have endpoint protection on your devices you know maybe it's Cloud strike or Sentinel one or carbon black or whatever but the question being how do you know it is working 100 of the time right how do you know that how do you know right you find out too exactly that's right and how do you know that you have 100 coverage on your endpoints those Solutions are not going to tell you because they don't know what they don't know right if it's not enabled if it's not you know what what's the negative that you are not seeing so that's one of the things that you know that's in the basic state that you're now covering so the fundamentals it really goes to these five questions that I think that nobody has a really good answer for until now so the five questions goes what do I have right is it important what's important out of all the things I have you have a lot right you could have millions of things what important now for those that are important does it have a problem and if it has a problem who can fix it because the reality is in most cases security teams are not the ones fixing the problems they're they're the ones identical they're very good at recognizing but not so good exactly identifying the owner who can fix it right right could be could be business owner could be Engineers so the the asset ownership identification right so so these four questions and and then over time you know whether it's over a week or a month or a quarter or a year am I getting better right and then you just keep asking these questions in different areas in different domains with a different lens right so maybe that's endpoints maybe that's Cloud maybe that's you know users maybe that's a product and applications right but it really boils down to these five questions that's the foundation for any good security program if you can do that well I think we cover a lot of bases and we're going to be in much better shape than we have been all right so where do you come in man Jupiter one in terms of what you're providing because obviously you've identified this kind of pyramid yes this hierarchy of addressing needs and I assume obviously knowing you as I do and knowing the company as I do you've got Solutions that's exactly right right and and we precisely answer those five questions right for uh any organization uh from a asset perspective right because all the the answers to all those these five questions are based in assets it starts with knowing what I have right right so the the overall challenge of cyber security being broke broken I I believe is fundamentally that people do not understand and cannot uh probably deal with the complexity that we have within our own environments so again like you know using uh medicine as an example right so in order to come up with the right medicine for either it's a vaccine for covid-19 or whether it is a treatment for cancer or whatever that case may be you have to start with the foundations of understanding both the pathogen and to the human body like DNA sequencing right without those you cannot effectively produce the right medicine in modern uh you know Medicine sure right so that is the same thing that's happening in cyber security you know we spend a lot of times you know putting band days in patches right and then we spend a lot of time doing attacker research from the outside but we don't fundamentally understand in a complete way what's the complexity within our own environment in terms of digital assets and that's that's almost like the DNA of your own work what is that kind of mind-blowing in a way that if again hearing you what you're talking about is saying that the first step is to identify what you have that's right so it seems just so basic that that I should know what I what's under my hood I should know what is valuable and what is not I should prioritize what I really need to protect and what maybe can go on the second shelf yeah it has been a tough problem since the beginning of I.T not just the beginning of cyber security right so in the history of I.T we have this thing called cmdb configuration management database it is supposed to capture the configurations of it assets now over time that has become a lot more complex and and there's a lot more than just it asset that we have to understand from a security and attack service perspective right so we have to understand I.T environments we have to understand Cloud environments and applications and users and access and data and as and all of those things then then we have to take a different approach of sort of a modern cmdb right so what is the way that we can understand all of those complexity within all of those assets but not just independently within those silos but rather in a connected way so we can not only understand the attack surface but only but also understand the attack path that connect the dots from one thing to another right because everything in the organization is actually connected if if there's any one thing that sits on an island right so if you say you have a a a a server or a device or a user that is on an island that is not connected to the rest of the organization then why have it right and it doesn't matter so it's the understanding of that connect connected tissue this entire map where this you know DNA sequencing equivalent of a digital organization is what Jupiter one provides right so that visibility of the fundamental you know very granular uh level of assets and resources to answer those five questions and how does that how do I get better at that then I mean I have you to help me but but internally within our organization um I mean I don't want to be rude but I mean do I have do I have the skill for that do I have um do I have the the internal horsepower for that or or is there some need to close that Gap and how do I do it you know I'll tell you two things right so so one you mentioned the worst skills right so let me start there so because this one is very interesting we also have a huge skills shortage in cyber security we will we've all heard that for years and and and and for a long time but if you dig deeper into it why is that why is that and you know we have a lot of you know talented people right so why do we still have a skills shortage now what's interesting is if you think about what we're asking security people to do is mind-boggling so if you if you get a security analyst to say hey I want to understand how to protect something or or how to deal with an incident and what you're asking the person to do is not only to understand the security concept and be a domain expert in security you're also asking the person to and understand at the same time AWS or other clouds or endpoints or code or applications so that you can properly do the analysis and the in the response it's it's impossible it's like you know if you have you have to have a person who's an expert in everything know everything about everything that's right it's impossible so so so that's that's one thing that we have to to resolve is how do we use technology like Jupiter one to provide an abstraction so that there's Automation in place to help the security teams be better at their jobs without having to be an expert in deep technology right just add the abstract level of understanding because you know we can we can model the data and and provide the analysis and visual visualization out of the box for them so they can focus on just the security practices so that's one and the second thing is we have to change the mindset like take vulnerability management as an example right so the mindset for vulnerability management has been how do I manage findings now we have to change it to the concept of more proactive and how to manage assets so let's think about uh you know say log4j right that that happened and uh you know when it happened everybody scrambles and said hey which which devices or which you know uh systems have log4j and you know it doesn't matter what's the impact we can fix it right going back to those questions that that I mentioned before right and then um and then they try to look for a solution at a time say well where's that silver bullet that can give me the answers now what what what we struggle with though is that you know I want to maybe ask the question where were you six months ago where were you six months ago where you could have done the due diligence and put something in place that help you understand all of these assets and connections so you can go to one place and just ask for that question when something like that you know hit the fan so so if we do not fundamentally change the mindset to say I have to look at things not from a reactive findings perspective but really starting from an asset-centric you know day one perspective to look at that and have this Foundation have this map build we can't get there right so it's like you know if I need direction I go to Google Maps right but the the reason that it works is because somebody has done the work of creating the map right right if you haven't if you don't have the map and you just at you know when the time you say I gotta go somewhere and you expect the map to magically happen to show you the direction it's not going to work right right I imagine there are a lot of people out there right now are listening to thinking oh boy you know and that's what Jupiter one's all about they're there to answer your oh boy thanks for the time of course I appreciate the insights as well it's nice to know that uh at least somebody is reminding us to keep the front door locked too that's just the back door the side doors keep that front door and that garage locked up too definitely um all right we'll continue our coverage here at AWS re invent 22 this is part of the AWS Global startup showcase and you're watching the cube the leader in high-tech coverage foreign

>>Well, hello everybody at John Wallace here on the Cube, and glad to have you along here for day two of our coverage here at AWS Reinvent 22. We're up in the global startup program, which is part of AWS's Startup Showcase, and I've got Kevin Farley with me. He is the director of Strategic Alliances with Maria Day db. And Kevin, good to see you this morning. Good to see you, John. Thanks for joining us. Thank >>You. >>Appreciate it. Yeah. First off, tell us about Maria db. Sure. Obviously data's your thing. Yep. But to share that with some folks at home who might not be familiar with your offering. >>Yeah. So Maria DB's been around as a corporate entity for 10 plus years, and we have a massive customer base. You know, there's a billion downloads from Docker Hub, 75% of the Fortune 500. We have an enormous sea of really happy users. But what we realize is that all of these users are really thinking about what do we, what does it mean to transform it? What does cloud modernization mean? And how do we build a strategy on something we really love to drive it into the cloud and take it to the future. So what we launched about two years ago, two and a half years ago, is Skye. It's our database as a service. It leverages all the best elements, what we provide on the enterprise platform. It marries to the AWS cloud, and it really provides the best of both worlds for our >>Customers. So in your thought then, what, what problem is that solving? >>I think what you see in the overall database market is that many people have been using what we would call legacy technology. There's been lots of sort of stratification and mixes of different database solutions. All of them come with some promise, and all of 'em come with a lot of compromise. So I think what the market is really looking for is something that can take what they know and love, can bring it to the cloud and can survive the port drive the performance and scale. That completely changes the landscape, especially as you think about what modern data needs look like, right? What people did 10 years ago with the exponential scale of data no longer works. And what they need is something that not only can really deliver against their core business values and their core business deliverables, but gets 'em to the future. How do we drive something new? How do we innovate? How do we change the game? And I think what we built with AWS really delivers what we call cloud scale. It's taking something that is the best technology, and I as a V can build, marrying it to, you know, Kubernetes layer, marrying it to global availability, thinking about having true global high availability across all of your environments and really delivering that to customers through an integrated partnership. >>Could we see this coming? I mean, because you know data, right? I mean, yeah, we, we, everybody talked about the tsunami of growth, you know, >>Back 10 >>Sure. 11 years ago. But, but maybe the headlights didn't go far enough or, or, but, but you could see that there was going to be crunch time. >>There's no doubt. And I think that this has been a, there's, there's been these sort of pocket solutions, right? So if you think at the entire no sequel world, right? People said, oh, I need scale, I can get it, but what do I have to give up asset compliance? So I have to change the way I think about what data is and how I, I can govern it. So there's been these things that deliver on half the promise, but there's never been something that comes together and really drives what we deliver through CIQ is something called expand. So distributed SQL really tied to the SQL Query language, having that asset data. So having everything you need without the compromise built on the cloud allows you to scale out and allows you to think about, I can actually do exponential layers of, of data, data modeling, data querying, complete read, write, driving that forward. And I think it gives us a whole nother dynamic that we can deliver on in a way that hasn't been before. And I think that's kind of the holy grail of what people are looking for is how am I building modern applications and how do I have a database in the cloud that's really gonna support >>It? You know, you talk about distributed, you know, sequel and, and I mean, there's a little mystery behind it, isn't there? Or at least maybe not mystery. There's a little, I guess, confusion or, or just misunderstanding. I mean, I, how, nail that down a little bit. I >>Would say the best way to say it, honestly, this is the great thing, is it people believe it's too good to be true. And I think what we see over and over >>Again, you know, what they say about that. >>But this is the great part is, you know, you know, we've just had two taste studies recently with aws, with HIT labs and Certified power, both on expand, both proof in the pudding. They did the POCs, they're like, oh my God, this works. If you watch the keynote yesterday, you know, Adam had a slide that was, you know, as big as the entire room and it highlighted Samsung and they said, you know, we're doing 80,000 requests per second. So the, you know, the story there is that AWS is able as, as an entity with their scale and their breadth to handle that kind of workload. But guess what that is? That's MariaDB expand underneath there driving all of that utilization. So it's already there, it's already married, it's already in the cloud, and now we're taking it to a completely different level with a fully managed database solution. Right? >>How impressive is that? Right? I mean, you would think that somebody out there who, I mean that that volume, that kind of capacity is, is mind blowing. >>I mean, to your kind of previous point, it's like one of those things, do I see what's coming and it's here, right? You know, it's, is it actually ever gonna be possible? And now we're showing that it really is on a daily basis for some of the biggest brands in the world. We're also seeing companies moving off not only transitioning from, you know, MariaDB or myse, but all of the big licensed, you know, conversions as well. So you think about Oracle DBS Bank is one of our biggest customers, one of the largest Oracle conversions in the world onto MariaDB. And now thinking about what is the promise of connecting that to the cloud? How do you take things that you're currently doing, OnPrem delivering a hybrid model that also then starts to say, Hey, here's my path to cloud modernization. Skye gives me that bridge. And then you take it one layer farther and you think about multi-cloud, right? That's one of the things that's critical that ISVs can really only deliver in a meaningful way, is how can we have a solution for a customer that we can take to any availability zone. We can have performance, proximity, cost, proximity. We're always able to have that total data dexterity across any environment we need and we can build on that for the future. >>So if, if we're talking about cloud database and there's so many good things going forward here. You're talking about easy use and scalability and all that. But as with ever have you talked about this, there's some push and there's some pull. Yeah. So, so what's the, what's the other side that's still, you know, you that you think has to be >>Addressed? And I think that's a great question. So there's, we see that there's poll, right? We've seen these deals, this pipeline growth, this, there's great adoption. But what I think we're still not at the point of massive hockey stick adoption is that customers still don't fully understand the capabilities distributed SQL and the power they can actually deliver. So the more we drive case studies, the more we drive POCs, the more we prove the model, I think you're gonna see just a massive adoption scale. And I also think customers are tired of doing lots of different things in lots of different pockets. So neither one of the key elements of Sky SQL is we can do both transactional and analytical data out of the same database driven by the same proxy. So what, instead of having DBAs and developers try to figure out, okay, I'm gonna pull from this database here. >>Yeah. That there, it's, it's this big spaghetti wire concept that is super expensive and super time intensive. So the ability to write modern applications and pull data from both pockets and really be able to have that as a seamless entity and deliver that to customers is massive. I mean, another part of the keynote yesterday was a new deliverable, like kind of no etl. Adam talked about Aurora and Redshift and the massive complexity of what used to exist for getting data back and forth. You also have to pay for two different databases. It's super expensive. So I think the idea that you can take the real focus of AWS and US is customer value. How do you deliver that next thing that changes the game? Always utilizes AWS delivers on that promise, but then takes a net new technology that really starts to think about how do we bring things together? How do we make it more simple? How do we make it more powerful? And how do we deliver more customer value as we go forward? >>But you know, if, if I'm, I'm still an on-prim guy, just pretend I'm not saying I am. Just pretend I just for the sake of the discussion here, it's like I just can't let it go. Yeah. Right. I, I still, you know, there's control, there's the known versus the unknown. The uncertain. Yeah. So twist my arm just a little bit more and get me over the hum. >>Well, first of all, you don't have to, right? And there's gonna be some industries and some verticals that will always have elements of their business that will be OnPrem. Guess what? We make the best based in the world. It can be MariaDB, but there's those that then say, these, these elements of our business are gonna be far more effective moving to the cloud. So we give you Skye, there's a natural symbiotic bridge between everything we do and how we deliver it. Where you can be hybrid and it's great. You can adopt the cloud as your business needs grow. And you can have multi-cloud. This is that, that idea that you can, can have your cake and eat it too, right? You can literally have all these elements of your business met without these big pressure to say, you gotta throw that away. You gotta move to this. It's really, how do you kind of gracefully adopt the cloud in a way that makes sense for your business? Where are you trying to drive your business? Is it time to value, right? Is it governance? Is it is there's different elements of what matters the most to individual businesses. You know, we wanna address those and we can address >>Those. So you're saying you don't have to dive >>In, you don't have to dive >>In. You, you can, you can go ankle deep, knee deep, whatever you wanna >>Do. Absolutely. And you know, some of the largest MariaDB users still have massive, massive on-prem implementations. And that's okay. But there's elements that are starting to fall behind. There's cost savings, there's things that they need to do in the cloud that they can't do. OnPrem. And that's where expand Skye really says, okay, here is your platform. Grow as you want to, migrate as you want to. And we're there every step along the way. We, we also provide a whole Sky DBA team. Some guys just say, I wanna get outta the database world at all. This is, this is expensive, it's costly and it's difficult to be an expert. So you can bring in our DBA team and they'll man and run, they'll, they'll run your entire environment. They'll optimize it, you know, they'll troubleshoot it, they'll bug fix, they'll do everything for you. So you can just say, I just wanna focus on building phenomenal applications for my customers. And the database game as we knew it is not something that I know I want to invest in anymore. Right. I wanna make that transition >>That makes that really, yeah. You know, I mean really attractive to a lot of people because you are, you talk about a lot of headache there. Yeah. So let's talk about AWS before Sure. I let you go just about that relationship. Okay. You've talked about the platform that it provides you and, and obviously the benefits, but just talk about how you've worked with AWS over the years Yep. And, and how you see that relationship allowing you to expand your services, no pun intended. >>For sure. So, I mean, I would start with the way we even contemplated architecture. You know, we worked with the satisfactory team. We made sure that the things that we built were optimized in their environment. You know, I think it was a lot of collaboration on how does this combined entity really make the most value for our customers? How does it make the most sense for our developers as we build it out? Then we work in the, in the global startup team. So the strategic element of who we are, not all startups are created equal, right? We have, right, we have 75% of the Fortune 100, we've got over a billion downloads. So, you know, we come in with promise. And the reason this partnership is so valuable and the reason there's so much investment going forward is cuz what really, what do the cloud guys care about? >>The very, very most, they want all of these mission critical, big workloads that are on prem to land in their cloud. What do we have a massive, massive TAM sitting out there, these customers that could go to aws. So we both see, like if we can deliver incredible value to that customer base, these big workloads will end up in aws. They'll use other AWS services. And as we scale and grow, you know, we have that platform that's already built for it. So I think that when you go back to like the tenants, the core principles of aws, the one that always stands out, the one that we always kind of lean back on is, are we delivering customer value? Is this the best thing for the customer? Because we do have some competition just like many other, other partners do, right? So there is Aurora and there is rds and there is times when that's a great service for a customer. But when people are really thinking about where do I need my database to go? Where do I really need to be set for the future growth? Where am I gonna get the kind of ROI I need going forward? That's where you can go, Hey, sky sql, expand distributed sql. This is the best game in town. It's built on aws and collectively, you know, we're gonna present that to a customer. I'm >>Sold. Done. >>I love it. Right? >>Maria db, check 'em out, they're on the show floor. Great traffic. I know at at the, at the booth. They're here at AWS Reinvent. So check 'em out. Maria db. Thanks >>Kevin. Hey, thanks John. Appreciate your >>Time. Appreciate Great. That was great. Right back with more, you're watching the cube, the leader in high tech coverage.

(bright upbeat music) >> Well, hi everybody, John Wallace here and welcome to theCUBE, the leader in high-tech coverage. Glad to have you aboard here as we continue our coverage here at re:Invent 2022. We're out at The Venetian in Las Vegas. A lot of energy down on that exhibit floor, I promise you. We're a little bit away from the maddening crowd, but we're here with the Executive Summit sponsored by Accenture. I've got two guests I want to introduce you to. Jason Beyer who is the vice president of Data and Analytics at Bridgestone Americas. Jason, good to see you, sir. >> Hello, John. >> And Josh von Schaumburg, who is the managing director and North America lead for AWS Security at Accenture. Josh, good to see you. >> Thanks for having us. >> Yeah, first off, just quick take on the show. I know you've only been here about a day or so, but just your thoughts about what you're seeing on the floor in terms of energy, enthusiasm and, I think, turnout, right? I'm really impressed by it. We've got a lot of people down there. >> Yeah, I've been certainly impressed, John, with the turnout. But just as you say, the energy of the crowd, the excitement for the new things coming, it seems like it's a really pivotal moment for many organizations, including my own, and really excited to see what's coming over the next couple days. >> Let's jump into Bridgestone then. I kind of kidded you before we started the interview saying, all right, tires and golf balls, that's what I relate to, but you have a full array of consumer products and solution you're offering and your responsibility is managing the data and the analytics and making sure those business lines are as efficient as possible. >> Absolutely, John. So in my role, I have the privilege of being in an enterprise position. So I get to see the vast array of Bridgestone, which it is a large, highly vertically integrated company all the way from raw material sourcing of natural rubber to retail services in the automotive industry. We're at scale across those areas. The exciting thing about the company right now is we're going through this business transformation of becoming, you know, building on that heritage and that great legacy of having high quality high performance, highly focused on safety products to becoming a product and solutions company, and particular a sustainable solutions company. So what that means is we're bringing not only those great products to market, tires, golf balls, hoses, all kinds of rubber, air springs products to market, but thinking about how do we service those after they're in the market, how do we bring solutions to help fleets, vehicle owners, vehicle operators operate those in a sustainable way, in a cost effective way? So those solutions, of course, bring all new sets of data and analytics that come with it, and technology and moving to the cloud to be cloud native. So this new phase for the organization that we refer to as Bridgestone 3.0, and that business strategy is driving our cloud strategy, our technology strategy, and our data strategy and AWS and Accenture are important partners in that. >> Yeah, so we hear a lot about that these days about this transformation, this journey that people are on now. And Josh, when Bridgestone or other clients come to you and they talk about their migrations and what's their footprint going to look like and how do they get there, in the case of Bridgestone when they came to you and said, "All right, this is where we want to go with this. We're going to embark on a significant upgrade of our systems here," how do you lead 'em? How do you get 'em there? >> Yeah, I think there are a couple key cloud transformation value drivers that we've emphasized and that I've seen at Bridgestone in my time there. I mean, number one, just the rapid increase in the pace of innovation that we've seen over the last couple years. And a lot of that is also led by the scalability of all of the cloud native AWS services that we're leveraging, and in particular with the CDP platform. It really started off as a single-use case and really a single-tenant data lake. And then through the strategic vision of Jason and the leadership team, we've been able to expand that to 10 plus tenants and use cases. And a big reason behind that is the scalability of all these AWS services, right? So as we add more and more tenants, all the infrastructure just scales without any manual provisioning any tuning that we need to do. And that allows us to go really from idea, to POC, to production in really a matter of months when traditionally it might take years. >> So- >> If I can build upon that. >> Please do, yeah. >> The CDP, or central data platform, is part of a broader reference architecture that reflects that business strategy. So we looked at it and said, we could have taken a couple of different approaches to recognize the business challenges we're facing. We needed to modernize our core, our ERP, our manufacturing solutions move to smart factory and green factories, our PLM solutions. But at the same time, we're moving quickly. We have a startup mindset in our mobility solutions businesses where we're going to market on our customer and commerce solutions, and we needed to move at a different pace. And so to decouple those, we, in partnership with Accenture and AWS, built out a reference architecture that has a decoupling layer that's built around a data fabric, a data connected layer, integrated data services as well. A key part of that architecture is our central data platform built on AWS. This is a comprehensive data lake architecture using all the modern techniques within AWS to bring data together, to coalesce data, as well as recognize the multiple different modes of consumption, whether that's classic reporting, business intelligence, analytics, machine learning data science, as well as API consumption. And so we're building that out. A year ago it was a concept on a PowerPoint and just show and kind of reflect the innovation and speed. As Josh mentioned, we're up to 10 tenants, we're growing exponentially. There's high demand from the organization to leverage data at scale because of the business transformation that I mentioned and that modernization of the core ecosystem. >> That's crazy fast, right? And all of a sudden, whoa! >> Faster than I expected. >> Almost snap overnight. And you raise an interesting point too. I think when you talk about how there was a segment of your business that you wanted to get in the startup mode, whereas I don't think Bridgestone, I don't think about startup, right? I think in a much more, I wouldn't say traditional, but you've got big systems, right? And so how did you kind of inject your teams with that kind of mindset, right? That, hey, you're going to have to hit the pedal here, right? And I want you to experiment. I want you to innovate. And that might be a little bit against the grain from what they were used to. >> So just over two years ago, we built and started the organization that I have the privilege of leading, our data and analytics organization. And it's a COE. It's a center of expertise in the organization. We partner with specialized teams in product development, marketing, other places to enable data and analytics everywhere. We wanted to be pervasive, it's a team sport. But we really embraced at that moment what we refer to as a dual speed mindset. Speed one, we've got to move at the speed of the business. And that's variable. Based on the different business units and lines of lines of business and functional areas, the core modernization efforts, those are multi-year transformation programs that have multiple phases to them, and we're embedded there building the fundamentals of data governance and data management and reporting operational things. But at the same time, we needed to recognize that speed of those startup businesses where we're taking solutions and service offerings to market, doing quick minimum viable product, put it in a market, try it, learn from it adapt. Sometimes shut it down and take those learnings into the next area as well as joint ventures. We've been much more aggressive in terms of the partnerships in the marketplace, the joint ventures, the minority investments, et cetera, really to give us that edge in how we corner the market on the fleet and mobility solutions of the future. So having that dual speed approach of operating at the speed of the business, we also needed to balance that with speed two, which is building those long term capabilities and fundamentals. And that's where we've been building out those practical examples of having data governance and data management across these areas, building robust governance of how we're thinking about data science and the evolution of data science and that maturity towards machine learning. And so having that dual speed approach, it's a difficult balancing act, but it's served us well, really partnering with our key business stakeholders of where we can engage, what services they need, and where do we need to make smart choices between those two different speeds. >> Yeah, you just hit on something I want to ask Josh about, about how you said sometimes you have to shut things down, right? It's one thing to embark on I guess a new opportunity or explore, right? New avenues. And then to tell your client, "Well, might be some bumps along the way." >> Yeah. >> A lot of times people in Jason's position don't want to hear that. (laughs) It's like, I don't want to hear about bumps. >> Yeah. >> We want this to be, again, working with clients in that respect and understanding that there's going to be a learning curve and that some things might not function the way you want them to, we might have to take a right instead of a left. >> Yeah, and I think the value of AWS is you really can fail fast and try to innovate and try different use cases out. You don't have any enormous upfront capital expenditure to start building all these servers in your data center for all of your use cases. You can spin something up easily based in idea and then fail fast and move on to the next idea. And I also wanted to emphasize I think how critical top-down executive buy-in is for any cloud transformation. And you could hear it, the excitement in Jason's voice. And anytime we've seen a failed cloud transformation, the common theme is typically lack of executive buy-in and leadership and vision. And I think from day one, Bridgestone has had that buy-in from Jason throughout the whole executive team, and I think that's really evident in the success of the CDP platform. >> Absolutely. >> And what's been your experience in that regard then? Because I think that's a great point Josh raised that you might be really excited in your position, but you've got to convince the C-suite. >> Yeah. >> And there are a lot of variables there that have to be considered, that are kind of out of your sandbox, right? So for somebody else to make decisions based on a holistic approach, right? >> I could tell you, John, talking with with peers of mine, I recognize that I've probably had a little bit of privilege in that regard because the leadership at Bridgestone has recognized to move to this product and solutions organization and have sustainable solutions for the future we needed to move to the cloud. We needed to shift that technology forward. We needed to have a more data-driven approach to things. And so the selling of that was not a huge uphill a battle to be honest. It was almost more of a pull from the top, from our global group CEO, from our CEOs in our different regions, including in Bridgestone Americas. They've been pushing that forward, they've been driving it. And as Josh mentioned, that's been a really huge key to our success, is that executive alignment to move at this new pace, at this new frame of innovation, because that's what the market is demanding in the changing landscape of mobility and the movement of vehicles and things on the road. >> So how do you two work together going forward, Ben? Because you're in a great position now. You've had this tremendous acceleration in the past year, right? Talking about this tenfold increase and what the platform's enabled you to do, but as you know, you can't stand still. Right? (laughs) >> Yeah. There's so much excitement, so many use cases in the backlog now, and it's really been a snowball effect. I think one of the use cases I'm most excited about is starting to apply ML, you know, machine learning to the data sets. And I think there's an amazing IoT predictive maintenance use case there for all of the the censored data collected across all of the tires that are sold. There's an immense amount of data and ultimately we can use that data to predict failures and make our roads safer and help save lives >> Right. >> It's hard to not take a long time to explain all the things because there is a lot ahead of us. The demand curve for capabilities and the enabling things that AWS is going to support is just tremendous. As Josh mentioned, the, the AI ML use cases ahead of us, incredibly exciting. The way we're building and co-innovating things around how we make data more accessible in our data marketplace and more advanced data governance and data quality techniques. The use of, you know, creating data hubs and moving our API landscape into this environment as well is going to be incredibly empowering in terms of accessibility of data across our enterprise globally, as well as both for our internal stakeholders and our external stakeholders. So, I'll stop there because there's a lot of things in there. >> We could be here a long time. >> Yes, we could. >> But it is an exciting time and I appreciate that you're both sharing your perspectives on this because you've got a winning formula going and look forward to what's happening. And we'll see you next year right back here on the Executive Summit. >> Absolutely. >> To measure the success in 2023. How about that? >> Sounds good, thank you, Jim. >> Is that a deal? >> Awesome. >> Sounds good. >> Excellent, good deal. You've been watching AWS here at Coverage of Reinvent '22. We are the Executive Summit sponsored by Accenture and you are watching theCUBE, the leader in high tech coverage. 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>>from >>around the globe. >>It's the cube >>covering Data Citizens >>21 brought to you by culebra. >>Well how everybody john Wallace here as we continue our coverage here on the cube of Data Citizens 21 it is a pleasure of ours to welcome in an award winner here at Data Citizens 21 were with Jacqueline Osborne who is the Managing Director and risk and Finance technology executive at Bank of America and she is also the data citizen of the Year, one of the culebra Excellence Award winners. And Jacqueline congratulations on the honor. Well deserved, I'm sure. >>Thank you so much. It is a true honor and I am so happy to be here and I'm looking forward to our conversation today. Yeah, what is it? >>It's all about just the concept of being a data citizen um in your mind um what is all that about? What are those pillars in terms of being a good data sets? And that gets to the point that you are the data citizen of the year? >>I think that's such a good question and actually is something that I don't even know if I know everything because it's constantly evolving. Being a data citizen yesterday is not what it is today and it's not what it means tomorrow because this field is evolving but with that said I think to me being a data citizen is being is having that awareness that data matters is driving to that data as an asset and really trying to lay the foundation to ensure its the right data in the right place at the right time. >>Yeah, let's talk about that high wire act because it's becoming increasingly more complex as you know, you've been in This realm if you will for what 15 years now? I believe it has evolved dramatically right in terms of capabilities but also complexity. So let's talk about that, about making finding the relevance of data and delivering it on time to the right people within your organization. >>How much >>More challenging is that now than it was maybe five or just you know, 10 years ago? >>I mean it's kind of crazy. There are some areas that make it so much easier and then for your question in some areas that make it so much harder. But if I can, let's start with the easier because I think this is something that really is important is when I started this, I've been in data my entire professional career, I've been achieved data officer since 2013. Um and when I started, I used to joke that I was a used car salesman. I was selling selling something this idea of data quality, data governance that nobody wanted. But now, so the shift of your question is the good if I am now a luxury car salesman selling a product that everybody wants, but shift to the bad nobody wants to pay for. So the complexity of it as data becomes bigger as we talk about big data and unstructured data and social media and facebook feeds. That is hard. It is complex. And the ability to truly manage and govern data to the degree of that perfection is really hard. So the more data we get, the more complexity, the more challenge, the more there is a need to really prioritize align with business strategy and ensure that you are embedding into the culture and the DNA of the corporate and not do it in the silos. >>You know, delivering that data to in the secure environment obviously, critically important for any enterprise, but even more so to put a finer point on financial services in terms of your work in that regard. So, so let's add that layer into this to not only internal, all the communication you have to do in the collaboration, you have to have but you have these external stakeholders to write, you have me, you know, a boa client if you will um that you've got to be aware of and have to communicate with. So so let's talk about that, that kind of merger if you will of not only having to work internally but also externally and making sure that with all the data you've got now that it works >>indeed. And you're kind of moving towards this new one of the newer dimensions, which is privacy, I mean G D p R was the first regulation in the UK, but now you have the C C P A and the California and it's coming and that that right to be forgotten or more importantly, as you said, as a customer of financial issues, that right to understand where your data is is very important because customers do want to know that their information is understood, trusted protected and going to be taken care of. So that ability to really transform back that you have a solid basis and that you are taking the measures and the necessary steps to ensure that that data is air quotes govern is so important. And it really again that shift from that used car salesman to a luxury car salesman. Your question is another example of how that shift is happening. It's no longer a should do or could do. Data governance is really becoming a must do and why you are seeing so many more. Chief data officers. Chief analytics officers, data management professionals. The profession is growing. I mean, incrementally every single day. >>What about the balancing act that you do? Let's just do with the internal audiences that you have to contend with. I shouldn't say content, content has that pejorative term to that you that you that you deal with, you collaborate with. Um you know, governance is also critically important because you want to make data available to the right people at the right time, but only the right people. Right. So what kind of practices or procedures are you putting in a place at B. O. A to make sure that that data is delivered to the right folks, but only to the right people and trying I guess to educate people within your organization as to the need for these strict governance processes. >>Sure. I tend to refer to them as the foundational pillars and if I was to take a step back and say what they are and how we use them. So the first one is metadata management and it is really around that. What data do you have? It's that understanding the information. So I used to refer to it or I still refer to it as when we were going to the library and you used to have to look at the card catalog That metadata manages very similar to the card catalogue for books. It tells you all the information. What's the genre? Who's the author, what the section is, where it is in the library and that is a core pieces. If you don't understand your data you can govern it. So that's kind of Pillar one. Metadata management. Pillar two is what's often referred to his data lineage. But I do think the new buzzword is that a providence? It's really that access low. It's understanding where data comes from the movement along the journey and where it's going. If you don't understand that horizontal front to back you can't govern the information as well because it can be changing hands, it can be altering and so it's that that end to end look at things. This pillar to pillar three is data quality and that's really that measurement of is it the right data and it is made up of a series of data quality dimensions, accuracy, completeness, validity, timeliness, conformity, reasonable nous etcetera. And it's really that fit freezes the data that I have the right data as I said earlier and then last but not least is issue management. At the end of the day there will be problems, there is too much data. It is in too many hands. So it's not we're not trying to remove all data issues but having a process where you can actually log prioritized and ultimately remediate is that that last and final pillar of the data management I would call circle because it has to all come back together and it's rinse and repeat. >>Yeah. And and so you you raise a point, a great point about things are going to go wrong. You know, eventually something happens. We know nothing is foolproof, nothing is bulletproof. Uh and we're certainly seeing that in terms of security now right with breaches pretty well publicized with invasions, ransom, where you name it, right, all kinds of flavors of that. Unfortunately. So from your perspective in terms of being that this data data guardian, if you will um how much of your concerns now have been amplified in terms of security and privacy and and that kind of internal uh communication you have to have or or I guess by in you know to understand the need to make this data ultra secure and ultra private, especially in this environment where the bad actors you know are are prolific, so kind of talk about that it's a struggle but maybe that challenge That you have in this environment here in 2021. >>Yeah, I think what you know the way I would do it is the struggle is again that that need or the desire to to protect everything and at the end of the day that's hard. And so the struggle right now that I have ri faces the prioritization. How do we differentiate what we call the critical few some call it cds chris critical data elements that they call it Katie key dad elements there, there's there's a term but really as that need and that demand grows whether it's for security or privacy or even data democratization, which hopefully we do talk about at some point, all these things are reliance on the right data because like statistics garbage in garbage out. So whether it's because you need the right information because of your analytics and your models or as you talked about its prevention and defensive security reasons that defensive and offensive isn't going away. So the real struggle is not around the driver, but the prioritization. How do you focus to ensure you're spending your time on the right areas and more importantly in alignment with the business priorities? Because one of the things that's critically important for me is ensuring that it's not metadata or data governance or data quality for the sake of it, it is in alignment with that business priority. >>And and and a big part of that is is strategy for the future, right strategy going forward. you know, where you're going to go in the next 18, 24 months and so from uh without, you know, revealing state secrets here. How do you how do you see this playing out in terms of this continual digital transformation? If you will from the B O a side of the fence? Um, you know, what what do you see as being important or in terms of what you would like to accomplish over the next year and a half, two years >>for me? I think it's that and I'm glad you asked that question, cause I wanted to mention that that data democratization I think. And if we if we debunk that or look into that, what do I mean by democratization? It's that real time access, but it's not real time access to the wrong information or to the wrong people as we talked about, it really is ensuring almost like an amazon model that I can simply search for the information I need, I can put it in my shopping cart and I can check out and I am able to that's that data driven, I'm able to use that information knowing it's the right data in the right hands for the right reasons and that's really my future mind where I'm getting to is how do I enable that? How do I democratize it? So data is truly and does become that enterprise asset that everybody and anybody can access, but they can do so in a way that has all of those defensive controls in place, going back to that right data, right place the right time because the shiny toys of ai machine learning all those things is if you're building models off of the wrong data from the wrong place or in the wrong hands, it's going to bite you in about whether it's today, tomorrow, the future. >>Well, exactly. I love that analogy and on that I'm going to thank you for the time. So I'm gonna call you a luxury data salesperson, not a car car salesman. But uh it certainly has paid off and we certainly congratulate you as well on the award that you wanna hear from calabria. >>Thank you so much and thank you for the time. Hopefully you've enjoyed our conversations as much as I have. >>I certainly have. Thank you very much Jacqueline Osborn, joining us on the Bank of America, the data citizen of the Year. Her data citizens 2021. I'm john walls and you've been watching the cube >>mm

>>from around the globe. It's >>The Cube with digital coverage of IBM think 2021 brought to you by IBM Well hi everybody john Wallace here on the cube. Thanks for joining us here. As we continue our initiative of IBM think a chance to look at what IBM thinks in terms of infrastructure, we're talking to you about a hybrid cloud kind of the new trend. The thought that's going to the hybrid cloud, what's the future look like and help us cover that waterfront. A couple of experts from Deloitte Terry Cobb, the IBM Alliance lead at Deloitte Terry. Thank you for joining us. We look forward to this time together. >>Thank you so much for having me. You >>bet. And also introduced Dave Knight quickly, your colleague who is a senior solution architect and IBM Alliance cloud leader at Deloitte. Dave good to see you as well. Thanks for being with us. >>Thanks for having me. >>Alright, so maybe it's just for the two of you set the table for our viewers here in terms of your specific roles of delight. I talked about IBM and your connections there, but in terms of what you're doing there, how you work together and ultimately what kind of service you're trying to provide your clients terry? Why don't you jump on that first? >>Sure. So I've been with Deloitte for 16 years, I believe, maybe a little longer and focusing on the IBM like our strategic partnership. Um and so what that means is I work day in day out with our practitioners to identify and understand where our clients what are some of the critical business needs. And so I work with are leaders and and collaborate with IBM and we we look for ways to solve really unique critical business issues. Um and so part of my my background, so I've come from, you know, at my 30 year background and strategy management consulting. So it's really exciting. I get to use my uh consulting skills, my strategy skills to, you know, look at where we are in the market, what's what's happening in the market because that's a great example. There was a huge impact on how businesses, you know, work, how they work differently and how they handle their workforce. So it was a very interesting time. And and so bringing these two great firms together to solve some of these critical business issues. As for me, it's, you know, it's it's critical and it has a positive impact on, you know, for our clients. >>All right, dave from your side of the fence. >>Yeah. So um I sit in a similar place within the firm. I actually joined the last century. I've been with the firm for 21 years, so uh in a variety of roles, but all with with sort of a technical last solution architecture um, slant. Right, So, so just like Terry mentioned in the alliance function, we try to find opportunities to work together specifically between IBM and the Deloitte, you know, go to market services, uh my role as a solution architect and then as the cloud lead is to make sure that we've got the right mix of technology that we solve the client's problems uh efficiently and cost effectively. Uh and then, you know, sort of translate those, those business problems into technical solutions and then those technical solutions back into business solutions. So the business sees the value and its valuable not only for Deloitte from the services perspective, but also for IBM. >>He just almost just blew me away when you said you've been there since the last century. I haven't heard it quite put that way. And it's really that was really good, uh >>1999, to be fair, but still, it >>certainly implies a lot of experience. That's for sure. That's it. But that was really, that was a unique twist. So, kudos to you, let's talk about your client's first a little bit. So you talk about problems and we're talking about obviously technology and deployments and what capabilities are. So today, right. You've got on primary got off Premier, you've got private cloud, you've got public cloud, you've got edge technologies, you've got this really just this maelstrom basically of opportunity, but also confusion a little bit right? Um with different kinds of capabilities, different kinds of challenges. So Dave if you would, you know, let's look at it from the macro level then, in terms of how you start dissecting these kinds of decisions that the, the C T O. S and with your within your client list have to make and and how you help them chart their course in terms of determining priorities and what the right steps are for them to take. >>Okay. So I mean you sort of summarized my points actually quite nicely. We we help customers find their path, what's there, right approach to their digital transformation journey. Um We do have assets that help them, you know identify workloads where they might might run the best. Um We certainly have approaches and experience in the market having done this for for years. Uh you know it's the number one cloud professional services firm globally. We we we've garnered a lot of experience working with customers again helping among this journey. Um What we've learned is that one size does not fit all. Um Clearly cloud and more specifically public cloud is a game changer. It's here to stay, but it's not necessarily the right answer for every workload for every customer even. Um And so what we're starting to see is is a shift towards hybrid discussions and hybrid architecture discussions. Um and just as a quick, very simple example, um you wouldn't go purchase a mainframe to be a web server, right, That's that's significant overkill. And similarly, um the cloud is great for its, you know, capacity and and all the things that come with an economics, that sort of thing, but it's not necessarily the best platform for a credit card clearing house. Right. The transactional volume is simply too great. Right? So, um and that sort of very simplified example. Hybrid we think is the answer. And we're seeing lots of customers now that they've shifted a lot of their workloads to cloud that our cloud suitable. Um starting to ask us the more difficult questions, right, the core of my business, it's a high risk move. Can you help me sort this out? And in many cases the answer is don't move it, it's too extended at the edge. It's to augment it with cloud technologies such as AI and and enhance your service rather than replace it or move it to a different location. >>So you recently published a report that you did the mainframe market poll survey where you're looking at really, I guess migration plans or an appetite right to make these evolutions to, to to explore this hybrid cloud model that you've already detailed for us. Um, give me an idea if you would and our our viewers an idea a little bit about some of the key summaries of that in terms of what the appetite is for that, what the desires are, you know, are we ready to cut the court on the mainframe and let it go? Is there too much involved? We want to hang on. Um, you know, what's kind of, what's the mood out there right now? >>Yes, so we, we commissioned the double blind survey, we had a belief that we really wanted to explore it further, um, and that belief was, you know, a little tongue in cheek. The death of the mainframe is greatly over exaggerated. Um, and so again, this double blind survey, we commissioned it and, and we, we found a lot of interesting results. First and foremost, um, the mainframe for many customers is not going away. The vast majority of our survey respondents uh, indicated that was the case. Um, there was a couple of other interesting to, that's that, that we, we found in the results as well. Um uh, the first one is this isn't just a technology issue um It's a human capital um issue as well with the aging workforce. Um You know, mainframe not being quite as sexy in the age of java but coming back to IBM investments in the platform. Um And then another key point that we we found was security continues to be a key concern of business I. T. Uh and business, you know, owners. Um and that mainframe is seen as is the pillar of security sort of, they hold it up as sort of the example of security in the industry. Um Another interesting too that we found was that Um you know, one specific question asked about future growth plans and um over just under 60%. So over half answered three questions um that most people would think are at odds with each other and that is you know, are you expanding your mainframe? Over 60 said Yes. Um, are you advancing into cloud? Just under 60 said yes. And then there was a hybrid question which over half said they were going to look at hybrid. So that sort of marriage of mainframe and cloud in a hybrid way was an interesting thing that we weren't exactly expecting, but still quite interesting to explore. >>So >>when >>you hear this right about these, I mean not conflicting, but certainly, you know, interesting of uh survey findings, um, what do you make of that? What what are you, how are you reading those tea leaves a little bit about what people are saying about not ready to leave, but yet they're interested. And and so the concerns that they've brought up about security, about the asian workforce, I mean, you know, a lot of challenging uh, positions here, they have to be considered for your clients. >>You know, for me it was very interesting and and I believe, you know, one of the reasons we launched the survey was really to find out what is really going on with our clients because we're hearing a lot of, you know, there's a lot of news around clients migrating all their all their applications, >>I say all >>to the cloud and but yet we were spending a lot of time with clients that had mainframes and we were solving some of their mainframe issues and so we we were a little confused, so that was part of the impetus from really getting out and enjoying market sensing and figure out what our clients really doing. And we didn't target, you know, the mainframe, you know, clients, we targeted main from clients but we didn't target mainframe users. We were looking at really the business users of the mainframe and the executives that have mainframes. And so we were, it was surprising to to get the information back and hear how important the mainframe, so us. Uh and and then when you start digging a bit deeper into, you know, what does cloud really mean? Your hybrid cloud comes to the surface and then you have people that have different meanings of hybrid cloud. So, really understanding what is hybrid cloud really mean and what does it mean for your business? And that's what we're solving today. It's like how do we how do we go to market around hybrid cloud and what benefits does it have work for our clients? >>Yeah, so, Dave yeah, to touch up on that, to follow up, I mean, so, how are you a Deloitte then taking these results and and kind of ingesting them and distilling them and deciding. All right, this is how we're going to define hybrid cloud perhaps. I mean, I don't know if that if that's a bold assumption, but I think you're probably trying to draw some parameters around it, Right? This is how our clients see it. So this is how we're gonna talk about it and then this is how we're going to take them on that journey. How instructive was this survey for that and actually what are you doing with it in terms of shaping your practice? >>Yeah, so it's a great question and it is driving um you know, not the survey by itself, but a lot of the market trends and including the surveys is driving um some reevaluation and refocusing quite frankly on on hybrid cloud um as an offering within the firm. Right? We we define hybrid cloud generally is, you know, seamless integration of data and applications across on and off premise. And with with the wave of five G that's coming at us, increasingly we're looking at architecture is that include edge uh into that that hybrid definition? Um you know, I've said this to a lot of folks uh for me, mainframe was the original cloud. So it's only natural that it should be part of solutions now. And what I mean by that is when it was released it was virtualized, it was virtually unlimited. Somebody else managed it for you. You you you you only paid for what you use. Those are all characteristics of the cloud as we know it today, but those were implemented in the 70s, the mainframe um and so, capturing those characteristics and newer technologies and then integrating those into architectures. I think it's going to be sort of the next wave of what we see in the industry and, and Deloitte is certainly positioning to help our customers on that journey. And >>before we sign off, I do want to touch on security issue again because you did bring it up a little bit earlier, but let's just talk about it holistically here, depending upon where you are, doesn't matter right edge on off private public. I mean security's gonna be first and foremost. And so what are you suggesting or what are you saying to your clients? You know, terry and dave on this. In terms of their security concerns, the awareness they have to have in that and the allocation of resources to make sure that, you know, whatever solutions they deploy, their their credible, they have integrity and and they're sustainable. So let's hit on security before we head out terry. If you don't mind jumping >>first, I'd like to address security. But even stepping back a little bit. So as clients for looking at moving applications to the cloud for hybrid cloud, it's really about, you know, making sure you have a strategy unless you address some of the underlying data infrastructure, you're gonna end up with you disparate data everywhere and you're not going to be able to, you're gonna have data silo issues, you're gonna have security issues. You also have complex architectural issues. So, you know, some of the work that we're doing with IBM and internally with our firm is trying to help clients understand like you take a step back and really evaluate their business requirements and making sure that they and your dave can you found on this. But it's really making sure they have the right strategy in place to address, you know, their data, where the data sets, how to innovate some of these applications and of course security, security is a huge concern. We see that from all of our clients and needs to be on prem and secure. Mhm. >>Just a final word. >>Yeah. Thanks. Just to add on to that. Right. So security is absolutely critical. As terry mentioned. Having a strategy is absolutely critical and having security be integral to that strategy is equally critical. Um As you said, it's everywhere, cloud on prem on the edge. I would even go so far as to say, you know, in your personal life and your professional life, it should be as pervasive as we like to think it is. I think the reality is that maybe isn't but that's part of the job of architects like me, is to make sure that it gets built in at its core. It's not an afterthought, it's integral. I've got some fantastic technologies around that, specifically in the Z space. Um you don't wanna get too too wonky here, but you know, Phipps 1 40 dash to level four encryption, which is unique in the market. Um, you know, data privacy, passports, pervasive encryption, all these things. Um, interestingly enough live in the mainframe but extended ideas cloud and um from my perspective, I think it's one of the unique uh, connections intersections where mainframe could actually help drive the growth of cloud um, in that hybrid model and even getting into future looking things like home, um, or fixed encryption, there's a raft of technologies coming out of IBM um, that help us ensure we have, you know, secure transactions, secure hybrid architectures as you put our security everywhere. >>Well, you can get a little wonky. That's okay. David terry, thank you for the time today. We certainly appreciate it. And thanks for shining light on your work at Deloitte and of course, that partnership you have. It's working so well with IBM. Thank you both. >>Thanks for having us. >>All right. We've been talking about hybrid cloud, the future of a hybrid cloud and the mainframe and it ain't dead yet. All right. John Wallace. Thanks for joining us here on the cube.

>> From around the globe, it's the Cube! With digital coverage of IBM Think 2021, brought to you by IBM. >> Well, welcome back to the Cube and our IBM Think initiative and today a fascinating subject with a dramatic shift that's going on in the Middle East and specifically in the kingdom of Saudi Arabia. There is a significant partnership that has just recently been launched called SARIE, which is the Saudi Arabian real interbank express. And it basically is a, a dramatic move to make the kingdom cashless - and IBM is very much at the center of that. With me to talk about that role is Elhadji Cisse who at IBM is the MEA head of payments which of course is middle East and Africa. Elhadji, good to have you with us all the way from Dubai. Good to see you today. >> The pleasure's all mine. >> Good. Well, thank you for joining us. And let's, let's talk about this initiative. First off, the problem or at least the challenge that IBM and its partners are trying to solve and now how you're going about it. So let's just paint that 30,000 foot level, if you will, then we'll dive in a little deeper. >> All right. So if you look at the countries, the kingdom of Saudi Arabia, and in much of the region, Middle East and Africa, we have very cash driven society. And this provides lots of challenges in terms of government point of view, businesses' point of view. And even the consumer point of view. The cash transaction is becoming less and less traceable. You are less likely to see where the cash is going, where the cash is coming from. Maintaining the cash also is becoming more and more expensive in terms of security, in terms of recycling the cash, holding the cash, transacting the cash, all of that has to be taken into consideration. And the kingdom of Saudi Arabia, with the help of the crown Prince Mohammad bin Salman, has a visionary vision 2030 to be put in place that will enable them to revolutionize the entire financial sector. There's a segment within that called the FSDB, the financial sector development program. And that program, within that program, they have a goal to develop a digital platform that will enhance and enable the society to go to a more cashless society and also help define a full end to end digital environment for the, for the kingdom. >> So when you think about the scale of this, I mean it's almost mindblowing in a way, because in many cases we've been talking about with various of your colleagues at IBM, different initiatives that involve an organization or involve maybe a more regional partnership or something like that. This is national, right? This is every banking institution in the kingdom of Saudi Arabia. Businesses, government entities. I mean, if you would, share with me some of the complexity of this in terms of a project of that scale and, and trying to bring together these disparate systems that all have a different kind of legacy overhang, if you will, right. And now you're trying to modernize everybody moving towards the same goal in 2030, I think it's mind blowing. >> Yeah, it is. It is, John. And if you look at the complexity, if I may speak a little bit about how complex it is, let's start with the team. The team has been a full diverse team. We have 10 different nationalities. We have team from America, Canada, Egypt, Saudi Arabia, UAE, China, UK, Pakistan, India. I mean, you name it. We have the whole globe pretty much. Every single region, Australia also was there. We had the team of that magnitude. In addition to that, as you rightfully stated, we're not building a system for a particular company or particular industry. It is for the entire country, all the banks of Saudi Arabia: the 11 national banks and the 12 additional international banks that are there. The global corporates, such as the Telco corporation, the oil corporation that are there. All of them needs to be onboarded into this including the 17 million or 20 some million population that are there. Now, the keys to this that we have is that our partners, MasterCard and Saudi payments, we have mandated ourself not to divide ourselves into three teams. We have to go with this as one single team. This was the motto of the project. This is what made us successful. We didn't differentiate between IBM, MasterCard, or Saudi payment. We all went together and addressed every single challenge as a team with the three different layers. And that's what helped us become successful with this engagement. >> So let's look at the initiatives specifically then in terms of the technology that's driving this. We talk a lot about the digital transformation that's occurring in the world. And again, it's kind of a catch all phrase, but this truly is a almost a magical transformation that you're going through. So how did you address the various workloads, what's going to be done where and how, and by whom. And then this integration that has to go on with that, not only are you centralizing a lot of these functions but you also have to distribute them to institutions across the kingdom. So if you would share a little bit of insight on that. >> Yeah. So if you look, if you look at the architecture that we have put in place, it's really a very agile and flexible architecture in a way that we have put in a central entity, which is the payment hub that is, that will handle all the payments solution that is there. And we put the flexibility for all the consumers because we have different banks. If you look at the banks industry, we have banks that are very mature, banks that have a medium level of maturity, and some that are absolutely not mature at all. And with this solution that we have to get involved, we have to be Azure 222 enabled, which is the new language that we will be using. Now, the infrastructure that we put in place have enabled that flexibility, otherwise we will never going to be successful. You cannot come to a country and say everybody needs to be onboarded into this language. Everybody needs to be operating this way. No, that will never going to work. We have taken that into consideration from the beginning. We knew this would be a challenge and we put different tools within IBM that we have put in place in order to go to mitigate those, such as the WTX, which is the Webster transformation exchanger that enables us to transform messages from and to Azure 222 or to Azure 222 or to any type of format that the customer have, any of the customer would be the banks. So we encapsulate that. Another challenge that we have is on the on boarding aspect. A lot of banks, again depending on their maturity level, we have to be ready with different environment for them to be, to catch up with us. Not everybody will be able to onboard on the same time. So by leveraging our RTVS solution, the rational testable service virtualization, it enables us to mitigate, to virtualize an entire ecosystem, make it look like it is a physical environment for the banks to use as a test as opposed to in the normal circumstances, purchasing additional hardware additional software, additional components and doing that, we're just virtualizing it for those who are ready for a system testing, those who are ready for a performance test, those who're ready for any type of non-functional requirements testing aspect. So these tools and this mechanism have helped us with our complex system integration methodology to mitigate this complexity and make it easy for the ecosystem to be onboarded and make us successful in this deal. >> And you raised a really interesting point in terms of the maturity of different levels of technology within the banking institutions there. You've got, you know, I'm sure, as you pointed out, some very small enterprises, right? Very small towns, very small institutions whose systems might not be as sophisticated or as mature, basically. So ultimately, how do you tie all that in together so that there might be a very large institution that has a very robust set of infrastructure and processes in place. And then you've got it communicating with a very small institution. You've got to be a great translator, right? I mean, IBM does here. Because you don't have them sometimes basically talking the same language, literally in this case. >> Yes, absolutely. And this is really our forte. We are the system integrators of choice in this region. And this goes without saying, because of our platform and our processes and our people that we put together. If you look at this, this example again, on the integration layer, we've enabled two lines of communication, two channels for the community. They could either go for API if they are very mature or they could go to MQ which is a low level of, I won't say a low level, but a very old fashioned way of communicating. On that aspect, they not only they have two protocols to get to us, they can use any message format that they want as long as we agree and we have an end check on the language that they're going to be using. And this integration layer or the system of integration that we have built that enables us to add that flexibility on both entities. >> So this was just launched. I mean literally just launched. What's your timeline in order to have full or I guess, reasonable implementation. >> That's a great question. Actually, the average is 24 to 30 months. We have broken the world record. We have implemented this magnificent solution within 18 months. It's actually a 17 month and a half of implementation. With the scope that we have, that is onboarding all the banks, having deferred net settlement, having the Azure 222, billing solution on it. We had the, we had the billing we had the dispute management, we had the single proxies. We have the debit cap and limit management and the portal solution. So we have all of these component within 17 and a half month. This breaks the world record of implementing an instant payment solution globally. >> We'll call Guinness and get you in the book then. It is a remarkable achievement. It really is. And you know, and you've talked about some of the the values here in terms of reduced transaction costs. Greater stability, greater security, greater transactional relationships, I imagine market liquidity, right? In your thought, I mean, tie all that together for our viewers in terms of impact and what you think this kind of partnership is going to create in terms of changing the way basically financial services are delivered in the kingdom. >> So it will change a lot. And the impact in the economy, like I said this is going to be on a three-fold. One, from a consumer point of view, you'll be able to save time in making your transactions. You will be able to trace your transactions and be able to have enough data to understand how you're managing your budget in your annual transaction. From a business point of view, you will be able to save yourself from theft. I mean, again, having cash in your business, it will tend to having more people coming in and stealing them from you either your employees or your customers or anybody else. But having a cashless business nobody can literally steal your money. They can only steal your phone or steal your gadget that you have for that aspect. Managing and maintaining cash also is a big problem. Now from a government point of view, this is where it gets very interesting, especially for Saudi Arabia, the taxation of the employees or the payment of it, the trustability of all of that and being able to trace it and being able to say, okay how much tax you will need to pay by end of the year without you doing the calculation. That information was already provided to the government. And as a central bank, the printing of cash, maintaining cash, storing cash, securing cash all of those costs will be going away. This is why the country wanted to go into a cashless society. >> Well, it's a fascinating endeavor. And certainly congratulations on that front. We're talking about real time payments and really making a significant difference in in how services are delivered in the kingdom and Elhadji, I certainly have appreciated your time here today and talking about it and and wish you all the best down the road. Thank you very much. >> Thank you very much, John. I appreciate it. >> All right. So we're talking about the journey to a cashless society in the kingdom of Saudi Arabia and what Elhadji is doing and what IBM is doing to make that happen. I'm John Wallace and thanks for joining us here on the Cube!

(gentle music) >> From around the globe, it's the Cube! With digital coverage of IBM Think 2021, brought to you by IBM. >> Well, welcome back to the Cube and our IBM Think initiative and today a fascinating subject with a dramatic shift that's going on in the Middle East and specifically in the kingdom of Saudi Arabia. There is a significant partnership that has just recently been launched called SARIE, which is the Saudi Arabian real interbank express. And it basically is a, a dramatic move to make the kingdom cashless - and IBM is very much at the center of that. With me to talk about that role is Elhadji Cisse who at IBM is the MEA head of payments which of course is middle East and Africa. Elhadji, good to have you with us all the way from Dubai. Good to see you today. >> The pleasure's all mine. >> Good. Well, thank you for joining us. And let's, let's talk about this initiative. First off, the problem or at least the challenge that IBM and its partners are trying to solve and now how you're going about it. So let's just paint that 30,000 foot level, if you will, then we'll dive in a little deeper. >> All right. So if you look at the countries in the kingdom of Saudi Arabia, and in much of the region, Middle East and Africa, we have very cash driven society. And this provides lots of challenges in terms of government point of view, businesses' point of view. And even the consumer point of view. The cash transaction is becoming less and less traceable. You are less likely to see where the cash is going, where the cash is coming from. Maintaining the cash also is becoming more and more expensive in terms of security, in terms of recycling the cash, holding the cash, transacting the cash, all of that has to be taken into consideration. And the kingdom of Saudi Arabia, with the help of the crown Prince Mohammad bin Salman, has a visionary vision 2030 to be put in place that will enable them to revolutionize the entire financial sector. There's a segment within that called the FSDB, the financial sector development program. And that program, within that program, they have a goal to develop a digital platform that will enhance and enable the society to go to a more cashless society and also help define a full end to end digital environment for the, for the kingdom. >> So when you think about the scale of this, I mean it's almost mindblowing in a way, because in many cases we've been talking about with various of your colleagues at IBM, different initiatives that involve an organization or involve maybe a more regional partnership or something like that. This is national, right? This is every banking institution in the kingdom of Saudi Arabia. Businesses, government entities. I mean, if you would, share with me some of the complexity of this in terms of a project of that scale and, and trying to bring together these disparate systems that all have a different kind of legacy overhang, if you will, right. And now you're trying to modernize everybody moving towards the same goal in 2030, I think it's mind blowing. >> Yeah, it is. It is, John. And if you look at the complexity, if I may speak a little bit about how complex it is, let's start with the team. The team has been a full diverse team. We have 10 different nationalities. We have team from America, Canada, Egypt, Saudi Arabia, UAE, China, UK, Pakistan, India. I mean, you name it. We have the whole globe pretty much. Every single region, Australia also was there. We had the team of that magnitude. In addition to that, as you rightfully stated, we're not building a system for a particular company or particular industry. It is for the entire country, all the banks of Saudi Arabia: the 11 national banks and the 12 additional international banks that are there. The global corporates, such as the Telco corporation, the oil corporation that are there. All of them needs to be onboarded into this including the 17 million or 20 some million population that are there. Now, the keys to this that we have is that our partners, MasterCard and Saudi payments, we have mandated ourself not to divide ourselves into three teams. We have to go with this as one single team. This was the motto of the project. This is what made us successful. We didn't differentiate between IBM, MasterCard, or Saudi payment. We all went together and addressed every single challenge as a team with the three different layers. And that's what helped us become successful with this engagement. >> So let's look at the initiatives specifically then in terms of the technology that's driving this. We talk a lot about the digital transformation that's occurring in the world. And again, it's kind of a catch all phrase, but this truly is a almost a magical transformation that you're going through. So how did you address the various workloads, what's going to be done where and how, and by whom. And then this integration that has to go on with that, not only are you centralizing a lot of these functions but you also have to distribute them to institutions across the kingdom. So if you would share a little bit of insight on that. >> Yeah. So if you look, if you look at the architecture that we have put in place, it's really a very agile and flexible architecture in a way that we have put in a central entity, which is the payment hub that is, that will handle all the payments solution that is there. And we put the flexibility for all the consumers because we have different banks. If you look at the banks industry, we have banks that are very mature, banks that have a medium level of maturity, and some that are absolutely not mature at all. And with this solution that we have to get involved, we have to be Azure 222 enabled, which is the new language that we will be using. Now, the infrastructure that we put in place have enabled that flexibility, otherwise we will never going to be successful. You cannot come to a country and say everybody needs to be onboarded into this language. Everybody needs to be operating this way. No, that will never going to work. We have taken that into consideration from the beginning. We knew this would be a challenge and we put different tools within IBM that we have put in place in order to go to mitigate those, such as the WTX, which is the Webster transformation exchanger that enables us to transform messages from and to Azure 222 or to Azure 222 or to any type of format that the customer have, any of the customer would be the banks. So we encapsulate that. Another challenge that we have is on the on boarding aspect. A lot of banks, again depending on their maturity level, we have to be ready with different environment for them to be, to catch up with us. Not everybody will be able to onboard on the same time. So by leveraging our RTVS solution, the rational testable service virtualization, it enables us to mitigate, to virtualize an entire ecosystem, make it look like it is a physical environment for the banks to use as a test as opposed to in the normal circumstances, purchasing additional hardware additional software, additional components and doing that, we're just virtualizing it for those who are ready for a system testing, those who are ready for a performance test, those who're ready for any type of non-functional requirements testing aspect. So these tools and this mechanism have helped us with our complex system integration methodology to mitigate this complexity and make it easy for the ecosystem to be onboarded and make us successful in this deal. >> And you raised a really interesting point in terms of the maturity of different levels of technology within the banking institutions there. You've got, you know, I'm sure, as you pointed out, some very small enterprises, right? Very small towns, very small institutions whose systems might not be as sophisticated or as mature, basically. So ultimately, how do you tie all that in together so that there might be a very large institution that has a very robust set of infrastructure and processes in place. And then you've got it communicating with a very small institution. You've got to be a great translator, right? I mean, IBM does here. Because you don't have them sometimes basically talking the same language, literally in this case. >> Yes, absolutely. And this is really our forte. We are the system integrators of choice in this region. And this goes without saying, because of our platform and our processes and our people that we put together. If you look at this, this example again, on the integration layer, we've enabled two lines of communication, two channels for the community. They could either go for API if they are very mature or they could go to MQ which is a low level of, I won't say a low level, but a very old fashioned way of communicating. On that aspect, they not only they have two protocols to get to us, they can use any message format that they want as long as we agree and we have an end check on the language that they're going to be using. And this integration layer or the system of integration that we have built that enables us to add that flexibility on both entities. >> So this was just launched. I mean literally just launched. What's your timeline in order to have full or I guess, reasonable implementation. >> That's a great question. Actually, the average is 24 to 30 months. We have broken the world record. We have implemented this magnificent solution within 18 months. It's actually a 17 month and a half of implementation. With the scope that we have, that is onboarding all the banks, having deferred net settlement, having the Azure 222, billing solution on it. We had the, we had the billing we had the dispute management, we had the single proxies. We have the debit cap and limit management and the portal solution. So we have all of these component within 17 and a half month. This breaks the world record of implementing an instant payment solution globally. >> We'll call Guinness and get you in the book then. It is a remarkable achievement. It really is. And you know, and you've talked about some of the the values here in terms of reduced transaction costs. Greater stability, greater security, greater transactional relationships, I imagine market liquidity, right? In your thought, I mean, tie all that together for our viewers in terms of impact and what you think this kind of partnership is going to create in terms of changing the way basically financial services are delivered in the kingdom. >> So it will change a lot. And the impact in the economy, like I said this is going to be on a three-fold. One, from a consumer point of view, you'll be able to save time in making your transactions. You will be able to trace your transactions and be able to have enough data to understand how you're managing your budget in your annual transaction. From a business point of view, you will be able to save yourself from theft. I mean, again, having cash in your business, it will tend to having more people coming in and stealing them from you either your employees or your customers or anybody else. But having a cashless business nobody can literally steal your money. They can only steal your phone or steal your gadget that you have for that aspect. Managing and maintaining cash also is a big problem. Now from a government point of view, this is where it gets very interesting, especially for Saudi Arabia, the taxation of the employees or the payment of it, the trustability of all of that and being able to trace it and being able to say, okay how much tax you will need to pay by end of the year without you doing the calculation. That information was already provided to the government. And as a central bank, the printing of cash, maintaining cash, storing cash, securing cash all of those costs will be going away. This is why the country wanted to go into a cashless society. >> Well, it's a fascinating endeavor. And certainly congratulations on that front. We're talking about real time payments and really making a significant difference in in how services are delivered in the kingdom and Elhadji, I certainly have appreciated your time here today and talking about it and and wish you all the best down the road. Thank you very much. >> Thank you very much, John. I appreciate it. >> All right. So we're talking about the journey to a cashless society in the kingdom of Saudi Arabia and what Elhadji is doing and what IBM is doing to make that happen. I'm John Wallace and thanks for joining us here on the Cube!

>>From around the globe. It's the Cube with digital coverage of IBM think 2021 brought to you by IBM Well hi everybody john Wallace here on the cube. Thanks for joining us here. As we continue our initiative of IBM think a chance to look at what IBM thinks in terms of infrastructure, we're talking to you about hybrid cloud kind of the new trend. The thought that's going to the hybrid cloud, what's the future look like and help us cover that waterfront. A couple of experts from Deloitte Terry Cobb, the IBM Alliance lead at Deloitte Terry. Thank you for joining us. We look forward to this time together. >>Thank you so much for having me. You >>bet. And also introduced Dave Knight quickly, your colleague who is a senior solution architect and IBM Alliance cloud leader at Deloitte. Dave good to see you as well. Thanks for being with us. >>Thanks for having me. >>Alright, so maybe it's just for the two of you set the table for our viewers here in terms of your specific roles of delight. I talked about IBM and your connections there, but in terms of what you're doing there, how you work together and ultimately what kind of service you're trying to provide your clients terry? Why don't you jump on that >>1? Sure. So I've been with Deloitte for 16 years, I believe, maybe a little longer and focusing on the IBM like our strategic partnership. Um and so what that means is I work day in day out with our practitioners to identify and understand where our clients, what are some of the critical business needs. And so I work with are leaders and and collaborate with IBM and we we look for ways to solve really unique critical business issues. Um and so part of my my background, so I've come from, you know, a 30 year background and strategy management consulting. So it's really exciting. I get to use my uh consulting skills, my strategy skills to, you know, look at where we are in the market, what's what's happening in the market. It's a great example. There was a huge impact on how businesses, you know, work how they work differently and how they handle their workforce. So it was a very interesting time and and so bringing these two great firms together to solve some of these critical business issues. As for me, it's, you know, it's it's critical and it has a positive impact on, you know, for our clients >>dave from your side of the fence. >>Yeah. So um I sit in a similar place within the firm. I actually joined the last century. I've been with the firm for 21 years so uh in a variety of roles but all with with sort of a technical last solution architecture um, slant. Right, So, so just like Terry mentioned in the alliance function, we try to find opportunities to work together specifically between idea and and the Deloitte, you know, go to market services, uh my role as a solution architect and then as the cloud lead is to make sure that we've got the right mix of technology that we solve the client's problems uh efficiently and cost effectively, uh and then, you know, sort of translate those, those business problems into technical solutions and then those technical solutions back into business solutions. So the business sees the value and its valuable not only for Deloitte from the services perspective, but also for IBM, >>he just almost just blew me away when you said you've been there since the last century. I haven't heard it quite put that way. And it's really that was really good, uh >>1999, to be fair, but >>still, it certainly implies a lot of experience. That's for sure. That's it. But that was really, that was a unique twist. So kudos to you. Um let's talk about your client's first a little bit. Um, so you talk about problems and we're talking about obviously technology and deployments and what capabilities are. So today, right. You've got on premier, got off from, you've got private cloud, you've got public cloud, you've got edge technologies, you've got this really just this maelstrom basically of of opportunity, but also confusion a little bit right. Um with different kinds of capabilities, different kinds of challenges. So, dave if you would, you know, let's look at it from the macro level then, in terms of how you start dissecting these kinds of decisions that the, the C T O s and with within your client list have to make and and how you help them chart their course in terms of determining priorities and what the right steps are for them to take. >>Okay. So I mean and you sort of summarized my points actually quite nicely. We we help customers find their path, what's there, right approach to their digital transformation journey. Um We do have assets that help them, you know identify workloads where they might might run the best. Um We certainly have approaches and experience in the market having done this for for years. Uh you know it's the number one cloud professional services firm globally. We we we've garnered a lot of experience working with customers again helping among this journey. Um What we've learned is that one size does not fit all. Um Clearly cloud and more specifically public cloud is a game changer. It's here to stay, but it's not necessarily the right answer for every workload for every customer even. Um and so what we're starting to see is is a shift towards hybrid discussions and hybrid architecture discussions. Um and just as a quick, very simple example, um you wouldn't go purchase a mainframe to be a web server, right. That's that's significant overkill. And similarly, um the cloud is great for its, you know, capacity and and all the things that come with an economics, that sort of thing, but it's not necessarily the best platform for a credit card clearing house. Right. The transactional volume just simply too great. Right. So, um and that sort of very simplified example, Hybrid we think is the answer. And we're seeing lots of customers now that they've shifted a lot of their workloads to cloud, that our cloud suitable. Um starting to ask us the more difficult questions right, the core of my business, it's a high risk move. Can you help me sort this out? And in many cases the answer is don't move it, it's too extended at the edge. It's to augment it with cloud technologies such as AI and and enhance your service rather than replace it or move it to a different location. >>So you recently published a report that you did the mainframe market poll survey where you're looking at really, I guess migration plans or an appetite right to make these evolutions to, to to explore this hybrid cloud model that you've already detailed for us. Um give me an idea if you would and our our viewers an idea a little bit about some of the key summaries of that in terms of what the appetite is for that, what the desires are, you know, are we ready to cut the court on the mainframe and let it go, Is there too much involved? We want to hang on. Um, you know, what's kind of, what's the mood out there right now? >>Yes, so we, we commissioned a double blind survey, we had a belief that we really wanted to explore it further, um and that belief was, you know, a little tongue in cheek. The death of the mainframe is greatly over exaggerated. Um, and so again, this double blind survey, we commissioned it and, and we, we found a lot of interesting results. First and foremost, um, the mainframe for many customers is not going away. The vast majority of our survey respondents indicated that was the case. Um, there was a couple of other interesting tidbits that, that we, we found in the results as well. Um uh the first one is, this isn't just a technology issue, um It's a human capital um issue as well with the aging workforce. Um You know, mainframe not being quite as sexy in the age of java but coming back to IBM investments in the platform. Um And then another key point that we we found was security continues to be a key concern of business I. T. Uh and business, you know, owners. Um And that mainframe is seen as is the pillar of security sort of, they hold it up as sort of the example of security in the industry. Another interesting tip that we found was that Um you know, one specific question asked about future growth plans and um over just under 60%. So over half answered three questions um that most people would think are at odds with each other and that is, you know, are you expanding your mainframe? Over 60 said yes. Um are you advancing into cloud? Just under 60 said yes. And then there was a hybrid question which over half said they were going to look at hybrid. So that sort of marriage of mainframe and cloud in a hybrid way was an interesting thing that we weren't exactly expecting but still quite interesting to explore. >>So when you hear this right about these, I mean not conflicting, but certainly, you know, interesting of uh survey findings, um what do you make of that? What do you how are you reading those tea leaves a little bit about what people are saying about not ready to leave, but yet they're interested. And and so the concerns that they've brought up about security, about the asian workforce, I mean, you know, a lot of challenging uh, positions here that have to be considered for your clients. >>You know, for me it was very interesting and and I believe, you know, one of the reasons we launched this survey was really to find out what is really going on with our clients, because we're hearing a lot of, you know, there's a lot of news around clients migrating all their father applications as they all to the cloud. And but yet we were spending a lot of time with clients that had mainframes and we were solving some of their mainframe issues and so we we were a little confused, so that was part of the impetus from really getting out and do a market sensing and figure out what our clients really doing. And we didn't target, you know, the main frame, you know, clients, we we targeted main from clients but we didn't target mainframe users. We were looking at really the business users of the main brain and the executives that have mainframes. And so we were it was surprising to to get the information back and hear how important the mainframe so us. Uh and and then when you start digging a bit deeper into, you know, what does cloud really mean? Your hybrid cloud comes to the surface and then you have people that have different meanings of hybrid cloud. So, really understanding what is hybrid Cloud really mean and what does it mean for your business? And that's what we're solving today. It's like, how do we how do we go to market around hybrid cloud and what benefits does it have to work for our clients? >>Yeah, so, dave yeah, to touch up on that, to follow up, I mean, so, how are you a Deloitte then taking these results and and kind of ingesting them and distilling them and deciding. All right, this is how we're going to define hybrid cloud perhaps. I mean, I don't know if that if that's a bold assumption, but I think you're probably trying to draw some parameters around it, right? Um this is how our clients see it. So this is how we're gonna talk about it and then this is how we're going to take them on that journey. How instructive was this survey for that and actually what are you doing with it in terms of shaping your practice? >>Yeah, so it's a great question and it is driving um, you know, not the survey by itself, but a lot of the market trends and including the surveys is driving um some reevaluation and refocusing quite frankly on on hybrid cloud um as an offering within the firm, right. We we define hybrid cloud generally is, you know, seamless integration of data and applications across on and off premise. And with with the wave of five G that's coming at us, increasingly we're looking at architecture is that include edge uh into that that hybrid definition, um you know, I've said this to a lot of folks uh for me, mainframe was the original cloud. So it's only natural that it should be part of solutions now. And what I mean by that is when it was released was virtualized, it was virtually unlimited. Somebody else managed it for you. You you you you only paid for what you use. Those are all characteristics of the cloud as we know it today, but those were implemented in the 70s, the mainframe, um and so, capturing those characteristics and and newer technologies and then integrating those into architectures. I think it's going to be sort of the next wave of what we see in the industry and, and Deloitte is certainly positioning to help our customers on that journey. >>And before we sign off, I do want to touch on security issue again because you did bring it up a little bit earlier, but let's just talk about it holistically here, depending upon where you are, doesn't matter right edge on off private public. I mean security's gonna be first and foremost. And so what are you suggesting or what are you saying to your clients? You know, terry and dave on this. In terms of their security concerns, the awareness they have to have in that and the allocation of resources to make sure that, you know, whatever solutions they deploy, their their credible, they have integrity and and they're sustainable. So let's hit on security before we head out terry. If you don't >>mind jumping first, I'd like to address security. But even stepping back a little bit. So as clients are looking at moving applications to the cloud or hybrid cloud, it's really about, you know, making sure you have a strategy unless you address some of the underlying data infrastructure, you're gonna end up with you disparate data everywhere and you're not going to be able to, you're gonna have data silo issues, you're gonna have security issues. You also have complex architectural issues. So, you know, some of the the work that we're doing with IBM and internally with our firm is trying to help clients understand like you take a step back and really evaluate their business requirements and making sure that they and your date, can you found on this. But it's really making sure they have the right strategy in place to address, you know, their data, where the data sets, how to innovate some these applications and of course security, security is a huge concern. We see that from all of our clients and needs to be on prem and secure. Mhm. >>Just a final word. >>Yeah. Thanks. Just add onto that. Right. So security is absolutely critical as terry mentioned. Having a strategy is absolutely critical and having security be integral to that strategy is equally critical. Um As you said, it's everywhere plowed on prem on the edge. I would even go so far as to say, you know, in your personal life and your professional life, it should be as pervasive as we like to think it is. I think the reality is that maybe isn't but that's part of the job of architects like me, is to make sure that it gets built in at its core. It's not an afterthought. It's integral. I've got some fantastic technologies around that, specifically in the Z space. Um you don't wanna get too, too wonky here, but you know, Phipps 1 40 dash to level four encryption, which is unique in the market. Um, you know, data privacy, passports, pervasive encryption, all these things. Um interestingly enough live in the mainframe but extended IBM cloud and um from my perspective, I think it's one of the unique uh, connections intersections where mainframe could actually help drive the growth of cloud um, in that hybrid model and even getting into future looking things like home, um, or fixed encryption. There's a raft of technologies coming out of IBM um, that help us ensure we have, you know, secure transactions, secure hybrid architecture is, as you put our security everywhere. >>Well you can get a little wonky. That's >>okay. >>David terry, thank you for the time today. We certainly appreciate it. And thanks for shining light on your work at Deloitte and of course, that partnership you have. It's working so well with IBM. Thank you both. >>Thanks for having >>us. All right. We've been talking about hybrid cloud, the future of a hybrid cloud and the mainframe and it ain't dead yet. All right. John Wallace. Thanks for joining us here on the cube.

>>From around the globe, it's the cube with digital coverage of AWS reinvent 2020 sponsored by Intel and AWS. >>We continue our coverage here on the cube of AWS reinvent 2020 I'm John Wallace, glad to be with you here and glad that you've joined us for an important discussion. You know, a lot of companies and many industries are making a very concerted effort toward promoting greater diversity and inclusion within their various workforces. And the renewable energy industry is certainly a big part of that movement. And here to talk about how AWS is supporting that and what the industry itself is doing. I'm proud to and pleased to welcome three guests. We have Shannon Kellogg with us from AWS. He's the vice president of public policy for the Americas. Shannon, thanks for being with us here on the cube. >>You back. Thank you. And great >>Whetstone, who is the president and CEO of the American council on renewable energy. We're going to call it a core from here on out, and also joining us Colleen Pickford, who was the EVP at ACOR, and welcome to both of you. Glad we could have it here on the cube. Glad to be here. John's great. You bet. Absolutely looking forward to this discussion first off, Shannon, let me, let me turn it over to you. I know, uh, AWS had some fairly significant announcements, uh, very recently about renewable and, um, you know, launching that on, around reinvent 2020, if he would take us through that a little bit about that commitment and what exactly that news was all about. >>Well, thank you on, uh, Amazon overall, uh, made a very, uh, significant announcement, uh, last week of 26, uh, renewable energy projects around the world. Uh, so many of those here in the U S but also, uh, many of those, uh, internationally and, um, the announcements, uh, collectively last week, along with what we've already announced previously in renewable energy projects now makes us the largest, uh, corporate, uh, buyer of renewable energy in the world. And so we're really excited about that. Um, this is part of our longterm, uh, efforts, uh, to be a hundred percent renewable, um, in our, uh, uh, footprint around the AWS infrastructure, uh, footprint, uh, but also a part of the broader, uh, commitment that we have at Amazon, including around climate and sustainability. So, uh, we were really super excited about last week from now. >>Yeah. Can you give me an idea of the flavor of the projects? I mean, you're talking about more than two dozen, uh, and as you said there around the world, so I assumed pretty wide variety of impacts and, and of, uh, initiatives as well, but maybe just to give those watching at home and idea of what the scale at this point. >>Well, it's a mix of, uh, solar and wind, uh, projects. Uh, like I said, both in the U S and abroad. Um, we had previously announced, uh, uh, several, um, solar projects in the Commonwealth of Virginia. For example, with last week's announcements, we added more, uh, solar, uh, in Virginia, we had previously, uh, uh, announced, uh, wind projects in Ohio and we added more, uh, wind, uh, and, um, uh, you know, large scale utility scale projects in Ohio. And so we also included other States of course, are in the U S and in countries as well, including, uh, one of the first offshore, uh, projects, uh, offshore wind projects that we've done, uh, with, uh, in this case with, uh, off of the coast of Germany. >>All right, Greg, when you hear about that kind of commitment that AWS is making, uh, in terms of, uh, not only from a geographical standpoint, but from a variety of standpoint, we're talking about when we're talking about solar, um, I mean, what is, what stands out to you with regard to the, the impact of that kind of commitment and that kind of initiative >>Kale it's really impactful. It's such an impressive thing to be able to bring that many new renewable projects that are that big online in a single year, that the total amount of new clean generation is on the order of 4,000 megawatts. It wasn't that long ago. That would be a great year for the renewable sector as a whole in the United States. If you go back 10, 12 years. So the idea that one company is now procuring so much renewable power is phenomenally exciting, and we're just so proud of Amazon and it's big progress toward Amazon. So a hundred percent goal, uh, and really, uh, toward the broader effort to reduce greenhouse gas emissions rapidly enough to stay within shouting distance of what scientists say we need to do in order to protect our planet's climate. >>Right. Great point. Uh, Colleen, I know you made an interesting point recently, you were talking about the accelerated membership program, which is, uh, an initiative that you've just launched, uh, in terms of trying to create greater diversity and equity and inclusion within the renewable energy, uh, workforce, uh, AWS big sponsor of that, um, founding partner. Uh, if you would tell us a little bit more about that program, uh, and, and what you see is what you hope it's near term or short term impact might be. And then maybe the long tail of that, you know, what kind of impact you can have eventually? >>Yeah, absolutely a core like toward like many in our industry, we've been looking at how we can play a role in creating a more equitable and just future. Um, and we were lucky because we have board members who went during our normal boring board meetings, and we're looking at our membership, asked me, they said, what are you doing to bring more diversity into a core membership? And I had to say, not enough, and that's really the Genesis for the accelerate program. And we were really fortunate to have Shannon and Amazon and our other board members work with us to develop a program that will create opportunities for companies that are owned or led by women or people of color to access a core in all of our benefits for two years and create additional resources for them to really grow their businesses in a way that they may not otherwise be able to. >>Yeah. Shannon did point out that you are board members, Colleen just, just mentioned, um, uh, of a core. What is it about this particular initiative that you think that has peaked the AWS entrust? >>This is Colleen said, uh, we were discussing at the board level, you know, ways that we could, um, do more as a or, uh, in this companies in this sector, promote diversity and inclusion. And we were brainstorming one day and came up with this, uh, with this idea, you know, it's, I'm really excited about it because, um, we're basically going out and offering a core membership and other services, uh, to entrepreneurs and small businesses in the sector led by, uh, minorities and, um, uh, women leaders. And this is just a fantastic opportunity to assist companies and organizations that are just getting started, uh, in an encourages innovation and encourages obviously diversity and inclusion. And so we're super excited about this effort. >>Is this, is this something that you can direct toward a company of any specific size? I mean, Shannon just touched on it, small business, um, but is, is this applicable? The, the, the accelerate program is this geared toward just the small businesses, larger >>Turn in Britain. Uh, we want to bring more diversity in the sector. We want to help. And it's really the smaller companies that need assistance and making those connections and participating, uh, and gaining the access, uh, and maybe mentoring pro bono services. Uh, we want to help those small companies become bigger, grow this sector and, and help enhance the diversity, the leadership in this sector from underrepresented communities. We want, you know, like much of the economy we recognize the renewable energy sector does not yet look like America looks and that's something we're all fighting to achieve. And it's, uh, incredibly helpful to have an Amazon is really the founding supporter of this program. And after Amazon stepped up, uh, seen a number of other companies join in and helping make this a reality. And we've got a lot of momentum now, very excited about the accelerate program. >>Colleen, I like to hear a little bit more from you on the partnership with AWS in general. Um, I know this isn't the first time that you all have partnered together. So if you would maybe fill in some of the blanks about that history that led us to this initiative, and then for them being the one of the founding partners along with the Berkshire Hathaway foundation. >>Sure. I mean, Amazon's been a member of our board for a number of years now, their commitment to the industry is clear and, you know, Shannon and his whole team actively participate across a core providing us with guidance and with insights like these. I think when you look at what we've done with the accelerate program, you know, it's not the first stop for a new small company organization like eight core, but we can have a measurable impact on their go to market strategies and their ability to grow their business. And Shannon and Amazon gave us that insight and they gave us some additional insights about what we could provide through the accelerate program that could really help make a difference for those companies. >>Hmm. You know, Greg, um, if I could just flip the script just a little bit here or, or, uh, get you back on to the discussion about climate change in general. I know that's just obviously, uh, the, the, a key driver to your organization's mission. Just your thoughts about, you know, where we stand, that you talked about trying to be within shouting distance of certain goals. I know there's been discussion about United States for joining the Paris accord, um, and committing to voluntary, uh, uh, emissions controls, just, I mean, where are we in your mind in terms of, of trying to seriously address the problem >>We're behind? I mean, the surprising thing is the renewable sector has been growing at a booming pace. We had over $60 billion in investment last year and wind and solar power, uh, one of the most important economic drivers for the country. Um, we're going to end up despite all of the difficulties presented by 2020 with a pandemic, we're going to have record renewable energy growth in 2020, we're going to bust through the old record, which was about 23,000 megawatts. And we'll be more like 27,000 megawatts. So that's great, but to get our arms around the climate issue, we know we have to grow much more rapidly. We've set a goal at a core of achieving a trillion dollars and investment by 2030, starting when we launched that program back in 2018, uh, and we made a lot of headway, but we're behind. We need to be investing closer to 90, a hundred billion a year in order to see that growth in logging at growth at a much higher rate, we feel really optimistic about getting a tailwind from the new administration, the desire to build back that, or, uh, the clear focus on policies and that value the ability to generate power, to make our economy grow and grow dramatically without greenhouse emissions, without adding to, uh, climate change. >>So, uh, um, I'm optimistic we can get there, but we know we gotta step it up as much as we've been growing as successful as we've been. It's not enough. And we know that >>Colleen, how does your organization in ACOR trumpet that, um, I know you talked about the nexus of finance and policy and technology. Obviously policy is what, uh, is at the center of this particular discussion, but, but how, how can you in the coming year, especially, um, be a, a key driver in that discussion? >>Well, I think, you know, we bring together a really unique stakeholder group from all across the renewable energy industry. And we take those stakeholders and it gives us a magnified voice to share the message of what's needed to really drive more Watts of renewable energy onto the grid. And what are those barriers in policy to making that possible? So, I mean, that's really how we do it is we bring together the most unique group together, >>But we appreciate the work. Uh, no question about that. It is a dire need that needs to be addressed. And we certainly thank you for that. Uh, Shannon, we thank AWS for their support, not only of this initiative, but of all that you're doing around the world. And, uh, we certainly wish you all the best of success with the accelerate membership program and creating these better hiring opportunities within your industry. So thank you all very much for joining us here on the cube.

>>From around the globe, it's the cube with digital coverage of AWS reinvent 2020 sponsored by Intel and AWS. >>Oh, welcome back to the cube. As we continue our coverage of AWS reinvent 2020, you know, I know you're familiar with Moneyball, the movie, Brad Pitt, starting as Billy Bean, the Oakland A's general manager, where the A's were all over data, right. With the Billy Bean approach, it was a very, uh, data driven approach to building his team and a very successful team. Well, AWS is taking that to an extraordinary level and with us to talk about that as Matt Hearst, who was the head of global sports marketing and communications at AWS and Matt, thanks for joining us here on the queue. >>John is my pleasure. Thanks so much for having me. You >>Bet. Um, now we've already heard from a couple of folks, NFL folks, uh, at re-invent, uh, about the virtual draft. Um, but for those of our viewers who maybe aren't up to speed on that, or having a chance to see, uh, what those folks had to say, uh, let's just talk about that as an opener, um, about your involvement with the NFL and particularly with, with the draft and, and what that announcement was all about. >>Sure. We, we saw, we've seen a great evolution with our work with the NFL over the past few years. And you mentioned during the infrastructure keynote where Michelle McKenna who's, the CIO for the NFL talks about how they were able to stage the 2020 virtual draft, which was the NFL is much most watched ever, uh, you know, over 55 million viewers over three days and how they were unable to do it without the help and the power of AWS, you know, utilizing AWS is reliability, scalability, security, and network connectivity, where they were able to manage thousands of live feeds to flow to the internet and go to ESPN, to airline. Um, but additionally, Jennifer LinkedIn, who's the SVP of player health and innovation at the NFL spoke during the machine learning keynote during reinvent. And she talked about how we're working with the NFL, uh, to co-develop the digital athlete, which is a computer simulation model of a football player that can replicate infinite scenarios in a game environment to help better foster and understanding of how to treat and rehabilitate injuries in the short term and in the long-term in the future, ultimately prevent, prevent and predict injuries. >>And they're using machine learning to be able to do that. So there's, those are just a couple of examples of, uh, what the NFL talked about during re-invent at a couple of keynotes, but we've seen this work with the NFL really evolve over the past few years, you know, starting with next gen stats. Those are the advanced statistics that, uh, brings a new level of entertainment to football fans. And what we really like to do, uh, with the NFL is to excite, educate, and innovate. And those stats really bring fans closer to the game to allow the broadcasters to go a little bit deeper, to educate the fans better. And we've seen some of those come to life through some of our ads, uh, featuring Deshaun Watson, Christian McCaffrey, um, these visually compelling statistics that, that come to life on screen. Um, and it's not just the NFL. AWS is doing this with some of the top sports leagues around the world, you know, powering F1 insights, Buddhist league, and match facts, six nations, rugby match stats, all of which utilize AWS technology to uncover advanced stats and really help educate and engage fans around the world in the sports that they love. >>Let's talk about that engagement with your different partners then, because you just touched on it. This is a wide array of avenues that you're exploring. You're in football, you're in soccer, you're in sailing, uh, you're uh, racing formula one and NASCAR, for example, all very different animals, right? In terms of their statistics and their data and of their fan interest, what fans ultimately want. So, um, maybe on a holistic basis first, how are you, uh, kind of filtering through your partner's needs and their fans needs and your capabilities and providing that kind of merger of capabilities with desires >>Sports, uh, for AWS and for Amazon are no different than any other industry. And we work backwards from the customer and what their needs are. You know, when we look at the sports partners and customers that we work with and why they're looking to AWS to help innovate and transform their sports, it's really the innovative technologies like machine learning, artificial intelligence, high performance computing, internet of things, for example, that are really transforming the sports world and some of the best teams and leagues that we've talked about, that you touched on, you know, formula one, NASCAR, NFL, Buena, Sligo, six nations, rugby, and so on and so forth are using AWS to really improve the athlete and the team performance transform how fans view and engage with sports and deliver these real-time advanced statistics to give fans, uh, more of that excitement that we're talking about. >>Let me give you a couple of examples on some of these innovative technologies that our customers are using. So the Seattle Seahawks, I built a data Lake on AWS to use it for talent, evaluation and acquisition to improve player health and recovery times, and also for their game planning. And another example is, you know, formula and we talk about the F1 insights, those advanced statistics, but they're also using AWS high-performance computing that helped develop the next generation race car, which will be introduced in the 2022 season. And by using AWS F1 was able to reduce the average time to run simulations by 70% to improve the car's aerodynamics, reducing the downforce loss and create more wheel to wheel racing, to bring about more excitement on the track. And a third example, similar to, uh, F1 using HPC is any of those team UK. So they compete in the America's cup, which is the oldest trophy in international sports. And endosteum UK is using an HPC environment running on Amazon, easy to spot instances to design its boat for the upcoming competition. And they're depending on this computational power on AWS needing 2000 to 3000 simulations to design the dimension of just a single boat. Um, and so the power of the cloud and the power of the AWS innovative technologies are really helping, uh, these teams and leagues and sports organizations around the world transform their sport. >>Well, let's go back. Uh, you mentioned the Seahawks, um, just as, uh, an example of maybe, uh, the kind of insights that that you're providing. Uh, let's pretend I'm there, there's an outstanding running back and his name's Matt Hearst and, uh, and he's at a, you know, a college let's just pretend in California someplace. Um, what kind of inputs, uh, are you now helping them? Uh, and what kind of insights are you trying to, are you helping them glean from those inputs that maybe they didn't have before? And how are they actually applying that then in terms of their player acquisition and thinking about draft, right player development, deciding whether Matt Hertz is a good fit for them, maybe John Wallace is a good fit for them. Um, but what are the kinds of, of, uh, what's that process look like? >>So the way that the Seahawks have built the data Lake, they built it on AWFs to really, as you talk about this talent, evaluation and acquisition, to understand how a player, you know, for example, a John Walls could fit into their scheme, you know, that, that taking this data and putting it in the data Lake and figuring out how it fits into their schemes is really important because you could find out that maybe you played, uh, two different positions in high school or college, and then that could transform into, into the schematics that they're running. Um, and try to find, I don't want to say a diamond in the rough, but maybe somebody that could fit better into their scheme than, uh, maybe the analysts or others could figure out. And that's all based on the power of data that they're using, not only for the talent evaluation and acquisition, but for game planning as well. >>And so the Seahawks building that data Lake is just one of those examples. Um, you know, when, when you talk about a player, health and safety, as well, just using the NFL as the example, too, with that digital athlete, working with them to co-develop that for that composite NFL player, um, where they're able to run those infinite scenarios to ultimately predict and prevent injury and using Amazon SageMaker and AWS machine learning to do so, it's super important, obviously with the Seahawks, for the future of that organization and the success that they, that they see and continue to see, and also for the future of football with the NFL, >>You know, um, Roger Goodell talks about innovation in the national football league. We hear other commissioners talking about the same thing. It's kind of a very popular buzz word right now is, is leagues look to, uh, ways to broaden their, their technological footprint in innovative ways. Again, popular to say, how exactly though, do you see AWS role in that with the national football league, for example, again, or maybe any other league in terms of inspiring innovation and getting them to perhaps look at things differently through different prisms than they might have before? >>I think, again, it's, it's working backwards from the customer and understanding their needs, right? We couldn't have predicted at the beginning of 2020, uh, that, you know, the NFL draft will be virtual. And so working closely with the NFL, how do we bring that to life? How do we make that successful, um, you know, working backwards from the NFL saying, Hey, we'd love to utilize your technology to improve Clare health and safety. How are we able to do that? Right. And using machine learning to do so. So the pace of innovation, these innovative technologies are very important, not only for us, but also for these, uh, leagues and teams that we work with, you know, using F1 is another example. Um, we talked about HPC and how they were able to, uh, run these simulations in the cloud to improve, uh, the race car and redesign the race car for the upcoming seasons. >>But, uh, F1 is also using Amazon SageMaker, um, to develop new F1 insights, to bring fans closer to the action on the track, and really understand through technology, these split-second decisions that these drivers are taking in every lap, every turn, when to pit, when not to pit things of that nature and using the power of the cloud and machine learning to really bring that to life. And one example of that, that we introduced this year with, with F1 was, um, the fastest driver insight and working F1, worked with the Amazon machine learning solutions lab to bring that to life and use a data-driven approach to determine the fastest driver, uh, over the last 40 years, relying on the years of historical data that they store in S3 and the ML algorithms that, that built between AWS and F1 data scientists to produce this result. So John, you and I could sit here and argue, you know, like, like two guys that really love F1 and say, I think Michael Schumacher is the fastest drivers. It's Lewis, Hamilton. Who's great. Well, it turned out it was a arts incentive, you know, and Schumacher was second. And, um, Hamilton's third and it's the power of this data and the technology that brings this to life. So we could still have a fun argument as fans around this, but we actually have a data-driven results through that to say, Hey, this is actually how it, how it ranked based on how everything works. >>You know, this being such a strange year, right? With COVID, uh, being rampant and, and the major influence that it has been in every walk of global life, but certainly in the American sports. Um, how has that factored into, in terms of the kinds of services that you're looking to provide or to help your partners provide in order to increase that fan engagement? Because as you've pointed out, ultimately at the end of the day, it's, it's about the consumer, right? The fan, and giving them info, they need at the time they want it, that they find useful. Um, but has this year been, um, put a different point on that for you? Just because so many eyeballs have been on the screen and not necessarily in person >>Yeah. T 20, 20 as, you know, a year, unlike any other, um, you know, in our lifetimes and hopefully going forward, you know, it's, it's not like that. Um, but we're able to understand that we can still bring fans closer to the sports that they love and working with, uh, these leagues, you know, we talk about NFL draft, but with formula one, we, uh, in the month of may developed the F1 Pro-Am deep racer event that featured F1 driver, uh, Daniel Ricardo, and test driver TA Sianna Calderon in this deep racer league and deep racers, a one 18th scale, fully autonomous car, um, that uses reinforcement learning, learning a type of machine learning. And so we had actual F1 driver and test driver racing against developers from all over the world. And technology is really playing a role in that evolution of F1. Um, but also giving fans a chance to go head to head against the Daniel Ricardo, which I don't know that anyone else could ever say that. >>Yeah, I raced against an F1 driver for head to head, you know, and doing that in the month of may really brought forth, not only an appreciation, I think for the drivers that were involved on the machine learning and the technology involved, but also for the developers on these split second decisions, these drivers have to make through an event like that. You know, it was, it was great and well received. And the drivers had a lot of fun there. Um, you know, and that is the national basketball association. The NBA played in the bubble, uh, down in Orlando, Florida, and we work with second spectrum. They run on AWS. And second spectrum is the official optical provider of the NBA and they provide Clippers court vision. So, uh, it's a mobile live streaming experience for LA Clippers fans that uses artificial intelligence and machine learning to visualize data through on-screen graphic overlays. >>And second spectrum was able to rely on, uh, AWS is reliability, connectivity, scalability, and move all of their equipment to the bubble in Orlando and still produce a great experience for the fans, um, by reducing any latency tied to video and data processing, um, they needed that low latency to encode and compress the media to transfer an edit with the overlays in seconds without losing quality. And they were able to rely on AWS to do that. So a couple of examples that even though 2020 was, uh, was a little different than we all expected it to be, um, of how we worked closely with our sports partners to still deliver, uh, an exceptional fan experience. >>So, um, I mean, first off you have probably the coolest job at AWS. I think it's so, uh, congratulations. I mean, it's just, it's fascinating. What's on your want to do less than in terms of 20, 21 and beyond and about what you don't do now, or, or what you would like to do better down the road, any one area in particular that you're looking at, >>You know, our, our strategy in sports is no different than any other industry. We want to work backwards from our customers to help solve business problems through innovation. Um, and I know we've talked about the NFL a few times, but taking them for, for another example, with the NFL draft, improving player health and safety, working closely with them, we're able to help the NFL advance the game both on and off the field. And that's how we look at doing that with all of our sports partners and really helping them transform their sport, uh, through our innovative technologies. And we're doing this in a variety of ways, uh, with a bunch of engaging content that people can really enjoy with the sports that they love, whether it's, you know, quick explainer videos, um, that are short two minute or less videos explaining what these insights are, these advanced stats. >>So when you see them on the screening and say, Oh yeah, I understand what that is at a, at a conceptual level or having blog posts from a will, Carlin who, uh, has a long storied history in six nations and in rugby or Rob Smedley, along story history and F1 writing blog posts to give fans deeper perspective as subject matter experts, or even for those that want to go deeper under the hood. We've worked with our teams to take a deeper look@howsomeofthesecometolifedetailingthetechnologyjourneyoftheseadvancedstatsthroughsomedeepdiveblogsandallofthiscanbefoundataws.com slash sports. So a lot of great rich content for, uh, for people to dig into >>Great stuff, indeed. Um, congratulations to you and your team, because you really are enriching the fan experience, which I am. One of, you know, hundreds of millions are enjoying that. So thanks for that great work. And we wish you all the continued success down the road here in 2021 and beyond. Thanks, Matt. Thanks so much, Sean.

>> Live, from Las Vegas, it's theCUBE, covering AWS re:Invent, 2018 brought to you by Amazon Web Services, Intel, and their ecosystem partners. >> Well, good morning. Welcome back, or good afternoon for that matter, if you're watching out on the East Coast. Good to have you have here on theCUBE as we continue our coverage here in Las Vegas. We're at the Sands Expo, Hall D to be exact, one of seven sites that are hosting the AWS re:Invent John Wallace here with Justin Warren. We're now joined by Ankur Shah, who is the vice president of Products, a public cloud security, Palo Alto Networks, and, Ankur, good to see you this morning. >> Yeah, happy to be here. >> Thank you for being with us. And Richard Wise, who is the cloud security engineer, or a cloud security engineer at Robert Half. Good morning to you, Richard. >> Good morning. >> Well, first off, let's tell us about Robert Half. So, you're a recruiting firm in a partnership with Palo Alto, but fill in a few more blanks for folks at home who might not know exactly what you do. >> Sure, we're a staffing and recruiting firm. We have offices worldwide. We have roughly 15,000 full-time employees. We also have many, many temporary employees, and, of course, we do recruiting. Many people I've met here at the conference, in fact, got their first job or one job in the past through Robert Half. And we also-- >> That's makes you a really popular guy-- >> Yes. when the show closes. >> And we also have Protiviti, our prestigious consulting arm. >> Okay, so now, about your partnership. How did you find Palo Alto, or how did Palo Alto find you? And talk about maybe that relationship, how it's developed and where it stands today. What are they doing for you? >> Sure, well, we found Palo Alto about two years ago. We're about seven years into our cloud journey, but it became very clear at a point in time that we needed to get a better handle on how we were managing and securing it. We were doing all the right things but we didn't have the visibility we needed, so we brought in Evident to do that. Also, compliance is very important to us, and the tools allowed us to ensure that we were conforming to all of the compliance standards that we needed to. >> So, maybe Ankur, you can get us in here. Explain how did this partnership get started? >> Yeah, so Robert Half is kind of prototypical customer for us at Palo Alto Networks. Customers moving to cloud. AWS is obviously one of the biggest clouds, so all our customers are migrating, a lot of their, you know, shutting down their data centers, and moving the work loads and applications to the cloud, but as they move to the cloud, they want to make sure that they have the visibility and the security controls to make sure that they are not in the news. So, that's how the partnership started. A lot of customers, just like Robert Half, starts with kind of, you know, I'd like to get a visibility into what's happening in my cloud environment, detect advance data breeches, like cryptojacking, stolen access keys, things of that nature, so that's how we kind of started this partnership. We've been kind of helping them kind of move more and more applications and more and more workloads in their AWS environments, and it's been a really amazing partnership. We've gotten some amazing feedback from them that has helped mature the product over the years. >> What's one of the more surprising things that you've noticed as part of this journey. What's something that you didn't realize that this was going to be a benefit to this partnership, and then, once you actually had Palo Alto come in there, it's like, oh wow, this is amazing. >> Well, there were a couple of things. First off, their RQL, the RedLock Query Language, is very powerful and flexible, and let's us take our compliance and security to the next level, but was really impressed when we first started talking to RedLock and Palo Alto, even before we had purchased the product, we saw some opportunities for product improvements, suggested them, and before we purchased it, within a couple of weeks, they were there. >> Wow. >> Yeah. >> That's pretty fast of all those cycles. I mean, that's what we're here for is rapid innovation. They're trying to change things at the speed of cloud. So, how do you do that safely and securely? Maybe you can tell us how does Palo Alto help do this rapid innovation but still keep everything really secure. >> Yeah, so our DNAs, obviously, network security is where the company started. Over a year now, the company has doubled down on public cloud security, and a lot of emphasis on, sort of, securing customers' cloud environment, helping a lot of customers migrate their applications into the cloud, and from a security standpoint, we look at it from different angles. One is kind of the basic configuration management aspects, making sure that customers don't leave open s3 buckets, permissive security groups, things of that nature. Above and beyond that, we also perform network analytics, so things like triple jacking, data exploration attempts. The platform is able to detect those kinds of advanced threats. Privileged activity monitoring, and anomaly detection is another thing we do, and last but not the least, host monitoring and host security aspects. That's something we do really, really well in the cloud as well, so when you combine all of that stuff, gives customers 360 visibility, as well as security for all things in the cloud. >> I'm sorry. Richard, how hard is your job these days? (laughing) And I mean that with all due respect. We've talked a lot about complexity. We've talked a lot about speed. We've talked a lot about versatility, and high demand, and all these things. Corner office is making demands on you, right? I mean, how tough is it to be in your shoes? >> If it was easy, it wouldn't be fun. I've been working in cloud about as long as Robert Half has, about seven years, and moving into the security role, it's been an incredibly interesting challenge. Yes, it's hard. I do stay up at night on occasion worrying about, did I check this, did I check that? I'm fortunate that our management has a really good understanding of the importance of security and of cloud, and I've gotten a lot of support in my role there so, in that respect, it hasn't been too hard. >> And where is it that security, in terms of a deployment? So, you think about function, right, right? >> Yeah. >> What are we going to get done here? But is it a close second, is it a tie? Because, especially in your business, I mean, you have a lot of personal information with which you're working that you've got to protect. >> Absolutely, so, people trust us with their data. We have personal information for many, many people, and we take very seriously our responsibility to manage and protect that. One of the things that we've done with Palo Alto's tools is ensuring that we're compliant with all of the various standards like ISO 27001, and compliance is kind of like brushing your teeth, right. Everybody needs to do it, and somebody doesn't want to be friends with somebody who doesn't brush their teeth. So, we ensure that we brush our teeth using tools like Palo Alto's. We can demonstrate to people that we're brushing our teeth. >> Right. >> With the innovation of RedLock now, we're able to take that to the next level, so we're not only brushing our teeth now, but we're also grooming our hair. >> You're technologically flossing as well, I'm sure. >> We are, we are. >> So, Ankur, I think that makes you the dentist of cloud security. (laughing) >> So, you've got people brushing their teeth, they're flossing. What comes next? What should they be looking at? Should they be going beyond just hygiene factors, and is there something they can do that's more than just brushing their teeth? >> Yeah, so I touched upon some of those areas. So, I think it all starts with the basic hygiene that we've talked about it, right. So, you got to do it. That's the, kind of, the fundamental, but the next-gen attacks are not going to be very simple, right, because the cloud fundamentally increases the attack factor, right, so the malicious actor, they're smarter, right. So, like I mentioned, things like cryptojacking, stolen access keys, a lot of the next-gen breeches are going to happen in the cloud, so customers have to constantly understand the kind of AWS services that they're adopting, understand the security implications, make sure they have the security guard rails, and like I mentioned, that once they understand that, look at it more holistically, both from, sort of, the basic hygiene perspective, as well as from network security, user activity, as well host monitoring perspective. Once they cover all of that stuff, you know, hopefully they'll have good teeth forever. (laughing) >> Strong cloud teeth. I don't think that's a phrase I wouldn't have thought I'd say until today. >> You know, we hear a lot about the cat and mouse game in security, right? You're trying to stay one step ahead of bad actors who are spending a lot of time, and a lot of resources, and a lot of energy to stay a step ahead of you. So, in today's world, how do you really win that battle? How do you predict where the next wrong turn is going to come, if you will, or where that invasion's going to try to occur, and prevent that, or are you in a prophylactic state all the time where it's about seeing where that action's going, and then trying to stop it once you've learned of it? See what I mean? It's a conundrum that I think you find yourself in. >> You know, I think 90% of the problems that happen where bad actors get hold of your sensitive data is because of common, silly mistakes. So, making sure that there is a user training across the board, not just security teams. Now, DevOps teams have to be part of the equation as well. They need to be trained, and coached, and understanding the security implications of their day-to-day operations. Once you train the users, you'll find that a lot of these problems will go away because most of these actors are using simple techniques to get into the customer's cloud environment because those mistakes are being made. So, start with the user training. Obviously, you need third party tooling and technologies like Palo Alto Networks to make sure you have that security guard rails all the time. Beyond that, you know, you just have to hire a lot of smart people like Richard just to insure that you're ahead of the game, thinking two steps in advance, yeah. >> It's about locking the door. >> Yeah. >> Yeah, and I want to touch on a couple of the things that Ankur said. He talked about building security into DevOps. So, there's this concept we call shifting left where you're trying to build security more upfront into the development and deployment process before you even get into the wild, and that's something Palo Alto is helping us with. The other thing is, we cannot hire enough people to keep up with the pace at which we're scaling our cloud environments, so we need tooling and automation like RedLock in order to ensure that we can get visibility and control on this vast set of resources with just a small number of people. >> Yeah. >> So necessity driving invention in that case, right? >> Yes. >> You need it. Well, gentlemen, thanks for the time. We appreciate the conversation. I feel like I need to go brush or floss. (laughing) >> Yeah, thanks for having us. >> Very self-conscious all of a sudden, but thank you both. >> Thanks for having us. >> Brilliant discussion. Back with more from AWS re:Invent. You're watching theCUBE here in Las Vegas. (energetic electronic music)

live from Washington DC if the queue covering in forum DC 2018 brought to you by in for and welcome back here on the cube inform 2018 we're live in Washington DC continuing our day to coverage here on the cube along with de Ville on tape I'm John Wallace it's now a pleasure as well to welcome Eric Noren to the cube is the managing director of the CFO and enterprise value consulting at Accenture good morning Eric Harry a good morning to see you guys glad to have you with us we appreciate the time yeah let's talk about first the relationship assurance your and in for I know you've had you've been elsewhere right doing some other things with other folks and have kind of migrated back into the in four fold what led to that and what kind of successes are you having well so we're very excited about the partnership with with in for this is kind of like the really the second year for us right now as we go into the second year the first year was really driven from the partnership and the work that we do at Koch Industries and that that client experience kind of led us into a variety of different paths of partnership with with in for we've been doing work with with in for products for many years but we just our alliances just kind of blossomed in this past year into a variety of different areas focusing on the cloud suite financials focusing on GT Nexus in the supply chain space and now we're getting more and more excited about bursts and we're also getting very excited about the the whole the way the infor OS platform is just blossoming and and being tailored to a variety different industries and you've got you've got three offerings right if I remember right that you're taking out that you're taking to your client base as we speak once you give us a rundown of what you're up to well in our practice we have in our CFO and enterprise value practice we have an offering that's all around digital finance that's one of our biggest areas and that's really all just about the intersection of platform technology and how it enables the next generation of the finance function for the CFO so that we cloud that could also include things like you know automation and artificial intelligence applied to the finance function we see in our recent research here that CFO role as pivoting really not to be not really as focused on the books and records and being the controllers right but the CFOs role is now becoming more focused on being the digital steward the value architect of the enterprise and so the core of Finance is being digitized so that the transaction handling can be done more in an automated and efficient way and then freeing up the talent to focus on analytics and value-add and that really allows the CFO to focus more on driving insights into the business driving growth and what we call enterprise value so I totally agree the role of the CFO is transforming quite dramatically you know long gone in my view anyway are the days of CFO equals bean-counter this is a little there's a controller for that and no bean counter by the way is not a pejorative I run a business and I'm happy when people are counting those beans but it's not the CFO's role they're really transforming you see some Rockstar CFOs certainly in the tech industry like Scarpelli Tom sweet to just name a couple right reporting still matters compliance still matters but the CFO is taking a much more strategic role I'm really interested in this this this digitization of finance double-click on that yeah what does that specifically mean maybe you could give us some examples well I think that a couple things one is cloud right also I would say one thing is how transaction handling is moving from paper into all aspects of touchless transaction handling one is that harnessing the data to for transaction so it's touchless between vendors and customers and how that just flows through the system in a more digital way less paper more digital more touchless integration more automation right and then with that platform enabling things like artificial intelligence or machine learning being applied to these patterns of transaction handling so it can do the compliance checking in the reconciliation and so that the accountants right are enabling these algorithms to check things and don't have to do it themselves right but then there's also this whole context of of digital sort of process automation that that yields new ways of working you know new ways of looking at efficiency in terms of how and where the work is done right there was a view of like shared services and how we enable a digital operating model where there is there's work that can be done you know in with business unit intimacy and then there's work that can be done from other locations but then enabled by digital technology that's common and standardized right in a common platform that's also scalable and flexible and so putting all those things together is what we call digital finance I love this conversation and Accenture is like the best of the best you guys gets deep industry expertise and domain expertise I'm interested in Eric and in what the organizational structure looks like because when we talk about digital you're talking about data yeah and when you talking about data you're talking about monetization in some way shape or form not people I think got confused in the early days of big data so we can sell our data and more importantly as how data contributes to the monetization of the company sure and and how you can harness that and invest in that and that's really where the CFO comes in but he or she is not an expert at at digital not an X not a chief data officer or chief digital officer but they are an enabler they got to understand the strategy they got to pay for the strategy and maybe help course-correct it so what are you seeing is the right organizational regime to take advantage of digital well I think it first off it's integrated and it's and it's and it's focused on integration and collaboration for sure I think that there's a role where finance has the the business acumen and the insights to find out where the the story of enterprise value where it is now where it could be relative to the drivers of the business and but what's going on in the industry or the adjacent industries they can take advantage of so it's really all about you know a partnership between you know let's say finance right and let's say bringing in new talent and skills like data scientists and all those kind of you know digital skills and integrating it into finance so that it could be more accessible and then and then translate it into opportunities for for the business units so so a couple examples could be just one just getting a when we say monetization I think there's two things one is cost reduction where could you just use data to just understand the business in all aspects of where costs and how they're behaving and just being farm Warp know precise about where there are opportunities to reduce costs increase your bottom line right and that that in of those is value then there's the other side on you know revenue up left where there could be optimization of pricing optimization of your discounting strategy all those things that get into maintaining and improving your revenue without any additional cost of goods sold correct cost of sales right exactly that's a great example rights right your your operating structures it stays the same they're getting more leverage out of that that's writing and then there's other things where there's adjacent opportunities in to just gain market share right just to say well where there's opportunities with and really what we want to say is that by applying all this intelligence it's focused on really the theme is focused on customer experiences like what are the customer experiences that could be enabled with digital digital technologies in a seamless touchless way that are just differentiating the company you know in the market customers are and I think the world is changing its disrupting so the ways in which customers are interacting with businesses are expecting these kind of digital experiences very much inspired by a lot of the digital native companies they're out there in the market so the traditional companies that don't have those experience need to catch up and invest in these kind of customer experiences give me an example I mean how about expectations and and so let's say for example if you're a telco alright and you've got experiences that are about paying your bill or experiences have to do with services that you need by going to a call center all right now maybe you can have you know the traditional route of talking to someone or maybe there's a way you can go between the information and the channels that you have between your telephone your the mobile app between the website being able to talk to someone and having chat bots and the mix and how you coordinate all those different experiences so that that the customer can come in and get their questions answered in a very efficient way in some cases the the chat BOTS and the kind of sophistication that they can have to to to address the customers question right on the spot in a very timely way helps them just say I got my question solved and I'm happy with that experience right same thing with having information about I'm getting a you know service supply to my home how do I know that I'm having that same certainty of the service supply to the home much like the certainty that consumers are experiencing kind of like when they get an uber and they're like hey I know that the car is only five minutes away and it's coming and I have that certainty of an experience now that's being applied to other kind of customer experience it's a lot of situation I'm there at three things so first was saved money you know example RP a jerk something to help you drop money to the bottom line just cutting out mundane tasks yeah the top the top line operating leverage and that's around analytics may be optimizing pricing was the example you gave now the third I'll call Tam expansion which is which is really gaining share you leveraging your digital strategy to maybe try to be an incumbent disruptor just disrupt before you get disrupted now that last one has more risk associated with it because there are there are additional cost you've got other cost of goods sold you go to market cost but the reward could be you know huge these are the conversations is a great great proxy for the conversations that are going on with your clients yeah absolutely and I think that look you know there's the the market is going through changes constant disruption is coming in different forms whether it be through technology or other kind of industry integrations and you know they're different in the different we I specialize and more the communications me in technology industry alright and so those those are where I spend most of my time and and what's going on in communications right now and what's going on with communications and media is a quite interesting time on how content and distribution of content is changing and the way that the next generation of consumers are going to think about you know consuming media and how advertising is distributed we're going through a tremendous transformation in that space and all the companies are kind of racing to to be have that advantage of how they connect with the consumers at scale in a seamless connected way so that they have that that that ability to continue to serve them in new and innovative ways so let's talk about them so you said comms and media are we talking telecoms yeah okay and then tech industry is in IT technical yeah I mean tech suppliers tech suppliers yes girls just go and and companies like novo those kind of companies that are in that those guys are pretty forward-thinking in terms of technology adoption oh absolutely okay the telco business is really interesting right now though absolutely hardened infrastructures they get over the top suppliers coming in the cost per per bit is going down but they can't charge more you know this you know very well yeah they're going through some really radical transformation at the same time they have a huge opportunity with content yes you see and people make some moves yes absolutely about what's going on in that business a little bit more well you know there was the recent you know Comcast just an acquisition of sky is quite Norway we got 18 t going through the Time Warner thing and then you have so that's a Content play that I think is just frees up some opportunities for for companies like Comcast and AT&T you know to start really servicing their customers and a new profound way you know to be able to say it could be you know content that is suited to different demographics and to get those consumers at scale not only to keep them you know comfortable with the and and very delighted if you will with the kind of wireless service and flexibility they have with that but then to be able to see all the range of content that it could be consuming all of which is coming back to those companies as data as the consumers are watching all this content and having better control visibility of all the different patterns that they're seeing in the use of this content so they can then in turn shape different kinds of programming and shape different kinds of advertising programs that are tailored to those demographics and there's an it there's an underlying infrastructure transformation that's going on so it's something as basic as you know things like network function virtualization not to get too geeky out here but I'm trying to to make their their infrastructure more agile so they can compete with the OTT suppliers and they're trying to vertically integrate as content yes Rogers absolutely in this whole next wave of 5g is is a huge thing that's gonna come to us and that's that's a big disruption that's just starting and will happen in the next three to five years that will level be coming due so everybody's trying to get digital right yeah yeah yo that you talk to but do you do you when you go beneath that to the organization it's harder to get people you know to actually move do you get do you see a sense of complacency of people saying well you know not we're doing pretty well in our industry or I'll be retired before this all happens I mean how do you compel well I think that I mean that does exist in certain industries and certain types of companies you know I think that's the whole point about talent right and I think when we come back and look at talent is really when we think about change not only is the technology changing but the the talent that's available not only in the finance function but in all parts of an enterprise the the the the next generation of folks that are going into the workforce are just coming from a different place in terms of how they use technology in their lifestyle but how they want to apply to their as a customer but then how they want to do it as an employee and so for when we have that conversation about well what is the future going to look like a lot of it will come down to well what does digital mean as an experience for your consumer and your customer but also what does it mean for the talent and and we believe that look talent is a critical asset in every and every company it's the biggest asset that we have in a center right so how do we inspire and have folks have been enabled to use digital technologies to have that entrepreneurial you know sort of platform to use these digitally native tools that's really the key and I think that any kind of you know CFO that's like thinking about betting on the future that talent is very much a part of that stories it's definitely about technology is very important it's an enabler it's a platform however it's the talent that will be using the platform to take those info sites and drive growth in the wild card is data all right that's the new oh yeah absolutely I mean when a variable in the equation yeah this data putting data at the sort of score of your organization and having the talent that knows how they'll exploit your day that's right and I think it's like when I think about talent there's I mean there's different specializations right but I think the talent is really about the collaboration you see people who are able to work with other different cross functions and say well how do we how do we build and find this together how do we discover where the opportunity the insight is together right and you know there's you know there's differences between you know stuff which I said like the you know things that are known and we just optimized what we have and then there's going into the new areas right that I haven't been discovered yet and I think that the thing about the the the talent that's curious you know we like the way to think about like okay curious about what could be or what's out there and using data not as a as a hurdle but harnessing the power of data to go into these areas and start exploring and using all those different tools to explore where could we go and one of the things it's doing is it's not about you know we talked about analytics and some of the tools that are out there it's not about necessarily precision in this moment it's about direction of where you can go and exploring and continuing to find the facts that support investment it's your point I mean the the tools and the tech aren't the hard part it's the it's the unknown it's the people right you know the processes around that right getting everybody on the same page to collaborate it's like old dogs new tricks I mean I mean so yeah never simplifying but you you are trying to bring new tricks yeah to folks and there's a generational awareness that you're the difference between the people they have coming up and where they said that's right and we think that look you know by bringing the fresh new talent in to the organization that and of itself has has the team operating and working differently because not only they have new tools but there's new a new way of talent being integrated you know new talent and experienced talent you know seeing how these things come together to wither with a mandate again on superior business outcomes like let's go after these prizes it's worth it to get this right to make these investments because if we get it right there's an opportunity to grow revenue to grow to grow profitably to gain market share right so there's a there's a it's hard okay there's culture change and change this is normal okay digital transformation is not an easy thing to do all companies go through you know different things but it's worth it in the end yeah and it enforced talked a lot at this show about new new ways to work what I call new ways to and I think there's some substance there yeah absolutely Eric thank you and for the record we are always open to new tricks we do like new tricks okay good it'd be good to have you with us okay my pleasure guys Norman ceinture back with more on the key we're live here in Washington DC [Music]

>> Announcer: Live, from Las Vegas, it's theCUBE, covering Dell Technologies World 2018, brought to you by Dell EMC and its ecosystem partners. >> And welcome to our live coverage here. Day three at Dell Technologies World 2018. We are live in Las Vegas. Hope you've been with us for the first two days. We have a great lineup here for you on day three. I'm John Wallace, along with Stu Miniman. Glad to have you along, Stu, it's always great to work with you. >> Thanks, John. Same for you. >> Good week so far for you? >> It's been excellent, my voice is holding up, it's been a long week. >> You're a busy man. >> Excited to get all of this, and heck, I'll be seeing Dan again next week at the big show. >> Dan McConnell's becoming like, he's like not even an annual visitor, you're like a bimonthly visitor here on theCUBE, right? VP of Converged Platforms. >> Stu: Fifth time, you get a free sandwich. >> Yeah, that's right, I got to punch card, I got to sign and get it punched each time. >> Yeah, nice to have you, Dan. Nice to have you back, good to see you again. Alright, let's just talk about the show, first off. Here we are, day three, we talked a little bit yesterday about customer discussions, conversations, so now you've had a little bit of time to soak this in and what you've heard from folks, and what would be your takeaway here? >> Sure, may spin this one a little bit, may have an angle here. Tremendous interest in HCI, and I'm not saying that just because I'm in HCI. No, but it's a lot of good, solid feedback from customers. It's starting to shift more in the mainstream, right? So as we see customers deploy it, more workloads get deployed on top of it. There's a tremendous amount of interest in HCI. When we look at all the graphs of customer interviews we're doing and analyst discussions we're doing, HCI is right there at the top of the list, in terms of subjects that we're talking about. >> Can you quantify that? Are numbers at all out there floating around, in terms of growth, in terms of what... >> Oh, from the HCI side, yeah. Most analysts will agree, it's about 70 to 80 percent in growth year over year. I'd say, from a Dell perspective, we're doing 138 percent, so we're actually growing faster than market. A lot of that's due to, we've got a, one, we've been in the HCI business for a while, two, we take a portfolio approach. There's never any one size fits all, so we actually take a portfolio approach to HCI. We've got what are multiple different consumption models, one that is an appliance, this is the server, the hardware, the software, lifecycle managed in an appliance. And then the next layer is what we call rack scale. Obviously, HCI puts some pressure on the network, right? High network dependency. Rack scale, what rack scale does is include the networking components in that engineered system attribute. Pretested, pre-designed, inclusion of both the physical, as well as the virtual network, and across both of those consumption models, we have a stack that is very VMware-centric, right? VxRail, VxRack SDDC, and we have a stack that is what we call Open HCI. Supports multiple hypervisors, that is XC series on the appliance and VxRack Flex on the rack-scale solution, so portfolio approach, cover the whole market, and we're really seeing it blow up, it's great. >> Dan, it's interesting. I think back to when people were first trying to wrap their brains around this whole HCI thing, it was like, oh, okay, I took server and storage, kind of smashed it together, some software maybe in there, but it was, oh, this is small-end thing, it's maybe four nodes, maybe getting to eight nodes, but you talked about the VxRack Flex, which we've been watching ScaleIO since before the acquisition, and all that solutions. Much larger configuration, some people said, oh, it's not even HCI, because I've talked to some customers, well, I can do a storage-only configuration or I can do a full hyperconverged configuration. We've seen maturation and some segmentation in the marketplace, so you know, bring us inside that, from, you know, the Flex business, just what you're seeing, what differentiates it from some of the other options. >> Absolutely, I'd say it's flexible. (dog barking) Dog barking next door. >> John: On cue. >> On cue. >> There he is again. It's one of the philanthropic Dell outreach programs, it's comfort pets. >> Therapy dogs. >> Therapy dogs, thank you. So we're right next door, no reflection at all on the guests or the program or whatever. >> They're in day three, too. It's been a long conference for them. >> We're getting punchy, alright, back to Flex. >> Back to Flex. >> Just explaining, yeah. >> So, back to your point. Flex... is flexible. We've got customers from four nodes, all the way up to over, large enterprise customers over a thousand nodes. Matter of fact, about 45 percent of our business comes from Fortune 500, so when you think HCI, like you said, HCI started in what was VDI. We're going to pick a workload, VDI's kind of linearly scalable, HCI was a good fit. Nowadays, it's multiple workloads, right? That flexibility, agility, ease-of-scale, people are putting more and more workloads on top of it. VxRack Flex, we've got, when you talk about scalable, up to a thousand nodes, literally 30 million IOPS, right? So, performance, I think we've got it covered. So it's definitely maturing, some of those larger customers are running anywhere from database, all the way to mission-critical applications. >> Dan, I actually did a case-study of one of your larger global financial companies a few years ago. Want you to talk about what they saw this solution at. This was a foundation for their private cloud. They use, in certain regions, public cloud makes sense, but in a lot of areas, this is the foundational layer of private cloud. A lot of times, people, oh, HCI, it is what it is, it's some boxes and some software, but talk about the private cloud angle. >> This customer, it's actually a very interesting storyline. They started off doing what we would call do-it-yourself, build-your-own, and loved the technology, as is predominant with HCI, continued to scale. Bought a lot, added on, added on, and as they continued to add, continued having discussions with them, and they actually love the technology, would love to be able to automate more, would love to spend less time setting it up as it comes in. So they actually moved up that consumption pyramid into VxRack Flex, which comes, as opposed to do-it-yourself, comes shrink-wrapped, roll it in. So they actually designed their infrastructure, their data center around what they call pods. Fairly large pods, but they've changed the consumption units on how they consume IT. They'll actually wheel in Flex pods, that's their new unit of consumption. Now, a Flex pod is... >> Not to be confused with another product called FlexPod. >> Oh, gosh, yes, VxRack Flex pods. Yes, absolutely. >> We unfortunately have run out of words in our industry here, so yeah. >> I'm sure you'll find something in the vernacular that will apply here. >> I'll try and burn that one from my memory, but good catch. >> So that's one use case. Just in general now, so what is the value prop for a customer today, as opposed to what kind of flexibility you're giving them, we've heard about performance, but how are people actually putting it to use for them, and what are they doing better, do you think, because of that? >> I'll start off, one, which is an architectural discussion, and I'll crunch this down pretty small. In the beginning, there was DAS, direct-attached storage, and it was fast, and it was easy to manage, as long as you had to manage one. You get a hundred units, and it was siloed storage, and it was hard, so the world came up with SAN. It's consolidated storage, it's great. I can carve it up, I can manage it from one place, and then we came up with flash, SSD, blindingly fast, and that storage controller started to be a choking point, so we moved the storage back into the server, a la HCI. >> Actually, we called it Server SAN for that specific reason. >> Exactly right, exactly right. Initial ventures into some of HCI, you could only scale the storage or only scale the HCI clusters as big as one given cluster. So you started building somewhat of silos of HCI. One of the beauties of Flex and VxFlex OS storage software is it can scale across multiple clusters. Those clusters can be VMware, they can be BareMetal, they can be Linux, so you start to gain all the advantages of HCI, flexibility, agility, kind of incremental scaling, pay as you grow, with all of the advantages of storage consolidation. I no longer have pools of siloed storage, I can carve up ones as needed, when needed, I can manage it all as one combined storage pool. From a Flex perspective, it's got some pretty nice architectural attributes, which give you the best of HCI and agility and scale, as well as storage consolidation. So we're seeing a lot of success there. >> Dan, I hear things like open, flexible, some of those environments, and I think about the service providers and requirements that they have for how they need to simplify their environments, super conscious on cost, how's this been doing in the service provider market recently? >> Absolutely, funny you bring that up. We actually talk internally, we've got a service provider team inside Dell, they focus on servicing the large telcos and other service providers, and we've noticed that their underlying infrastructure is very very similar with Flex, so we're in discussions to see how we land what they do on top of what we do as a standardized offering. Even right now, a lot of our customers are in the service provider space. That large growth, flexibility, and some of the underlying storage stack has multi-tenancy capabilities, where you can carve up and isolate, that lend itself very very well to service providers. >> Oh, go ahead, Stu. >> For people that know ScaleIO, anything new that they should be understanding? I understand it's this packaging as like a hardware model. Organizationally, it lives under the server team now, I believe it is. >> Absolutely, so two things there. One, organizationally, all the HCI stuff came in up under Ashley Gorakhpurwalla so it came in up under the server side, and then, so, ScaleIO is up under Jeff Boudreau, under Dan Embar, it's storage stack, it's in under the storage division. We work very very closely together. Second thing that's happening, there's a, one, we've been in the HCI world for a while, in the CI world for a while. We've quickly determined we can drive much better customer experience, much better customer outcomes, as we lean more towards an appliance or an engineered system versus a do-it-yourself kind of model. With ScaleIO, what we're trying to do is push it more into an appliance model, push it more into rack scale model, VxRack Flex. There's a outbound shift away from, kind of, what was ScaleIO as a software only and into more of an engineered system appliance offering, so with that shift, you'll see a rebrand from ScaleIO to VxFlex OS. It's just a rebrand of the software. >> So I'm glad Stu talked about organization, because you had to kind of reorg not too long ago, and so we had Ashley on yesterday, we talked to Jeff yesterday, as well. So from your perspective, now that you've had a few months to settle in, find your groove, how much of a difference do you think, as far as customer-facing, is this making in terms of responding to those kinds of needs and those desires. >> Sticking HCI with the server team has an awful lot of synergy. Obvious, compute-centric, scale, from a business scale perspective. So there's an awful lot of goodness in living in that same organization. Ashley's done it pretty well to make sure there's a lot of alignment, but we're also keeping a lot of the engineered system special sauce focus on the HCI side. So we're able to, one, better leverage a lot of the, what I would call, supply chain scale, the processes and go-to-market capabilities of an engine that is built around hundreds and thousands of units, right? That stretches across services, that stretches across factory and supply chain. Obviously, we want to drive HCI, we want to drive HCI in the mainstream and scale. Sitting right there in the server organization, they do scale, right? So lot of good learnings, lot of good synergy and leverage across teams. >> It's coming together for you. Nicely done. Thanks for joining us again, good to see you. You going to see each other next week, you said? >> That's right. >> We down in New Orleans, is that... yeah. >> Yeah. >> Alright, enjoy, and stay out of trouble, both of you. >> Absolutely, you know, one week in Vegas... >> Vegas one week, New Orleans the next, that's a recipe for an interesting time. >> Yes, that it is. >> Dan McConnell, thanks for being with us here on theCUBE. >> Thank you, thanks for having me. >> Back with more from Las Vegas right after this. You're watching theCUBE from Dell Technologies World 2018. (upbeat techno music)

>> Narrator: Live from Washington DC, it's the CUBE. Covering AWS Public Sector Summit 2017. Brought to you by Amazon Web Services and its partner Ecosystem. >> Welcome back here on the CUBE, the flagship broadcast of Silicon Angle TV along with John Furrier, I'm John Wallace. We're here at AWS Public Sector Summit 2017, the sixth one in its history. It's grown leaps and bounds and still a great vibe from the show for us. It's been packed all day John. >> It's the new reinvent for the public sector, so size wise it's going to become a behemoth very shortly. Our first conference, multi-year run covering Amazon, thanks to Theresa Carlson for letting us come and really on the front lines here, it's awesome. It's computing right here, edge broadcasting, we're sending the data out there. >> We are, we're extracting the signal from the noise as John always likes to say. Government, educations all being talked about here this week. And with us to talk about that is Max Peterson, he's a general manager at the AWS and Max, thank you for joining us, we appreciate that. >> Thank you for the invitation. >> And I knew we were in trouble with our next guest, cause I said this is John, I'm John, he said, this is Max and I'm Max. I said no you're not, I know better than that. Andre Pienaar who's a founder and chairman of C5 Consulting, Andre, thank you for being here on the CUBE. >> It's great pleasure being here. >> Alright let's just start off first off with core responsibilities and a little bit about C5 too for our audience. First off, if you would Max, tell us a little bit about your portfolio-- >> Sure. >> At AWS and then Andre, we'll switch over to C5. >> I think I might have the best job in the world because I get to work with government customers, educational institutions, nonprofits who are all working to try and improve the lives of citizens, improve the lives of students, improve the lives of teachers and basically improve the lives of people overall. And I do that all around the world. >> That is a good job. Yeah, Andre. >> Max will have to arm wrestle for who has got the best job in the world, because in C5, we have the privilege of investing into fast growing companies that are built on Amazon Cloud and that specializes in cyber security, big data and cloud computing and helps to make the world a safer place. >> I'm willing to say >> Hold on I think we have the best job. >> we both have the best job. >> Now wait a minute, we get to talk to the two of you, are you kidding? >> Yeah, I've got the best, we talk to all the smartest people like you guys and it can't get better than that. >> You're just a sliver of our great day. >> That's awesome, we have established we all have great jobs. >> Andre, so you hit cyber, obviously there is not a hotter topic, certainly in this city that is talked about quite a bit as you're well aware so let's just talk about that space in general and the kinds of things that you look for and why you have this interest and this association with AWS. >> So the AWS cloud platform is a game changer for cyber security. When we started investing in cyber security, and people considered cloud, one of their main concerns was do I move my data into the cloud and will it be secure? Today it's the other way around because of the innovation that AWS has been driving in the cyber security space. People are saying, we feel we are much more secure having the benefit of all innovation on the cloud platform in terms of our cyber security. >> And the investment thesis that you guys go after, just for the record, you're more on the growth side, what stage of investments do you guys do? >> We're a later stage investor so the companies we invest in are typically post revenue but fast growing in visibility and on profitability. >> So hot areas, cyber security, surveillance, smart cities, autonomous vehicles, I mean there's a data problem going on so you see data and super computing coming back into vogue. Back when I was a youngling in college, they called it data processing. The departments and mainframes, data processing and now you have more compute power, edge compute, now you have tons of data, how is all that coming in for and inching in the business models of companies. This is a completely different shift with the cloud. But you still need high performance computing, you still need huge amounts of data science operations, how do companies and governments and public sectors pull up? >> I think just the sheer volume of data that's being generated also by the emerging internet of things necessitates new models for storing and processing and accessing data and also for securing it. When big enterprises and governments think about cyber security, they really think about how do we secure the most valuable data that's in our custody and our stewardship and how do we meet that obligation to the people who have provided that data to us. >> How would you summarize the intrinsic difference between old way, new way? Old way being non-cloud and new way being cloud as we look forward? >> I think that was a pretty good summary right there. New way is cloud, old way is the legacy that people have locked up in their data centers and it's not just the hardware that is the legacy problem, the data is the legacy problem. Because when you have all that information built in silos around government, it makes it impossible to actually implement a digital citizen experience. You as a citizen would like to be able to just ask your question of government and let them sort out what your postal code was, what your benefits information was, right? You can't do that when you've got the data, much less the systems, locked up in a whole bunch of individual departments. >> Well merging of data, sharing data as an ethos and the cyber security world, where there's an ethos of hey, you know, we're going to help each other out because the more data, the more they can get patterns into the analytics which is a sharing culture. That's not really the way it is. I got governance, I got policy issues. >> Well policing is a good example. In the Washington DC area, there are 19 law enforcement agencies with arresting powers and that data is being kept in completely separate silos. Whereas if we're able to integrate and share that data, you will be able to draw some very useful predictive policing conclusions from that which can prevent and detect crime. >> That's a confidence issue and that's where your security point weighs in. Let me get back to what you said about the old way, new way thing. Another bottleneck or barrier, or just hurdle if you will, in cloud growth, has been cultural. Mindset of management and also operational practices, you have a waterfall development cycles or project management versus agile, which is different. That's a different cultural thing so you got all the best intentions in the world, people could raise their hand put stuff in the cloud, but if you can't scale out, you're going to be on this cadence where projects aren't going to get that ROI picture generated so the agility, how are you guys seeing that developing? >> I would tell you the first thing that it takes is leaders and that's what this conference is about. It's about telling the stories of customers who have seen the potential and who are now leaders. It takes something, it takes a spark to start it and the most powerful spark that we've seen, are customer testimonials, who come forward and they explain, hey I was doing this the old way. A lot of times for a cost reason or a new mandate, they have to come up with a new way to invent and they made that selection of the cloud and that's what so often changed the opportunity that they can address. Here's just using that data as an example, transport for London in the UK has a massive amount of data that comes from all of the journey information. They started their journey to the cloud four years ago and it started with the simple premise of I needed to save costs. They saved money and they were able to take that money and reprogram it now to figuring out how do we unlock the data to generate more information for commuters. Finally, they were able to take that learning and start spinning it into how do I actually improve the journey by using machine learning, artificial intelligence and big data techniques? Classic progression along the cloud. Save some money, reinvest the savings and then start delivering new innovation on that point. >> I was going to ask you the use cases. You jumped right in. Andre, can you just chime in and share your opinion on this or anecdotal or story or data around use cases that you see out there that can point to saying, that's game changing that's transformative, that's disruptive. >> Well one of the customer stories that Max referred to that was a real game changer in cyber security was when the CIA said that they were going to adopt the AWS cloud platform. Because people said if US Intelligence community has the confidence to feel secure on AWS cloud, why can't we? AWS have evolved cyber security from being an offering which is on top of the cloud and the responsibility of the client to something which is inside the cloud which involves a whole range of services and I think that's been a complete game changer. >> The CIA deal, Dave Velanto is not here, my partner in crime as well, I call it the shot heard all around the cloud, that was a seminal moment for AWS in chronicling your guys journey over the years but I've been following you guys since the barely birth days and how you've grown up, that was a really critical moment for AWS in the public sector so I want to ask you guys both a question, right now, 2017 here at public sector conference, what's the perception of AWS outside of the ecosystem? Clearly cloud is the new normal, we heard previously, I agree with that. But what's the perception of the viability, the production level? What's the progress part in the minds of the folks? How far are we in that journey cause this is a breakout year, this year. That was the shot heard around the cloud, now there seems to be a breakout year, almost a hockey stick pick up. >> It's another example of how it takes leadership and it was the shot heard round the cloud, what we're seeing though is now many, many people are picking up that lead and using it to their advantage. The National Cyber Security Center in the UK told a story today that's pretty much a direct follow on. They're now describing to their agencies what they should do to be safe on the cloud. They're not giving them a list of rules that they need to try and go check off. It's very much about enabling and it's very much about providing the right guidance and policy. It's unlocking it instead of using security as a blocker in that example. Much more than just that one example, all over the world-- >> But people generally think okay this is now viable. So in terms of the mind of the people out in the trenches, not in the front lines like here, thoughts on your view on the perception of the progress bar on AWS public sector. >> John, one of the best measures of how the AWS cloud is perceived is what's happening in the startup scene. 90% of all startups today get born on the Amazon cloud in the US. 70% of all startups in France gets born in AWS cloud. This is the future voting for cloud and saying this is where we want to be, this is where we can scale this is where we can grow-- >> If you can believe APIs will be the normal operational interface subsystems and data, then you essentially have a holistic distributed cloud, aka computer. That's the vision. So what's the challenge? What do you guys see as the challenge, is it just education, growth? You only have 10,000 people here, it's not like it's 30 yet. >> Well you heard one of the, or you hit on one of the things that's key and that's policy. You really do have to break through the old government bureaucracy and the old government mentality and help set the new policies. Whether it's economic policies that help enable small businesses to launch and use the cloud. Whether it's procurement policies that allow people to actually buy tech and use tech fast, or whether it's the basic policy of the country. The UK now has a policy of being digital native, cloud native. >> The ecosystem's interesting, Andre, you mentioned startup, because I think for me, challenge opportunity is to have Amazon scale up, to handle the tsunami of Ecosystem partners that could be as you said, we just talked to Fugue here. Amazing startup funded by New Enterprise Associates, NEA, they're kicking ass, they're just awesome. You go back 10 years ago, they wouldn't even be considered. >> Absolutely. >> So you've got an opportunity to jam everyone in the marketplace and let it be a free for all, it's kind of like a fun time. >> It's a great time and in the venture capital world, being architect on the Amazon cloud has become a badge of quality. So increasingly venture capital firms are looking for startups that run on the AWS cloud and use them in an innovative way. >> Well on the efficiency on the product side, but also leverage on the capital side. >> Exactly. You need less capital. >> Been a provision of data center, what? >> You need less capital and secondly, also, you can fail much faster and then still have space and time to build it and restart. I think failing faster is something from an investment point of view that is really attractive. >> John: Final question. >> John: Failing faster? >> Failing faster. Because what you don't want are the long drawn out deaths of businesses. Because that's a sure way to destroy value of money. >> I think the other part though is fix faster. >> Fix faster. >> And that's exactly what the cloud does so instead of spending an immense amount of time and energy trying to figuring out precisely what I need to build, I can come up with the basic idea, I can work quick, I can fail fast, but I can fix it fast. >> Alright, well you mentioned the golden time, the golden era, and I think you both have captured it, so I think both your jobs would be up there at the top of the shelf. >> Thank you John. >> You mentioned 19 agencies by the way here in DC that can arrest, I have parking tickets from every one of them. >> Andre: I'm glad they haven't arrested you yet John. >> No, that's the price you pay for living in this city. >> Thanks John and John. >> Max, Andre thank you very much. >> John and John thank you. >> Cheers. >> Back with more here from AWS Public Sector Summit 2017, live, Washington DC, you're watching the CUBE.