>>Hello, everyone. Welcome to the cubes presentation of the 80, but startup showcases MarTech is the focus. And this is all about the emerging cloud scale customer experience. This is season two, episode three of the ongoing series covering the exciting, fast growing startups from the cloud AWS ecosystem to talk about the future and what's available now, where are the actions? I'm your host John fur. Today. We joined by Cub alumni, Jerry Chen partner at Greylock ventures. Jerry. Great to see you. Thanks for coming on, >>John. Thanks for having me back. I appreciate you welcome there for season two. Uh, as a, as a guest star, >><laugh>, you know, Hey, you know, season two, it's not a one and done it's continued coverage. We, we got the episodic, uh, cube flicks model going >>Here. Well, you know, congratulations, the, the coverage on this ecosystem around AWS has been impressive, right? I think you and I have talked a long time about AWS and the ecosystem building. It just continues to grow. And so the coverage you did last season, all the events of this season is, is pretty amazing from the data security to now marketing. So it's, it's great to >>Watch. And 12 years now, the cube been running. I remember 2013, when we first met you in the cube, we just left VMware just getting into the venture business. And we were just riffing the next 80. No one really kind of knew how big it would be. Um, but we were kinda riffing on. We kind of had a sense now it's happening. So now you start to see every vertical kind of explode with the right digital transformation and disruption where you see new incumbents. I mean, new Newton brands get replaced the incumbent old guard. And now in MarTech, it's ripe for, for disruption because web two has gone on to web 2.5, 3, 4, 5, um, cookies are going away. You've got more governance and privacy challenges. There's a slew of kind of ad tech baggage, but yet lots of new data opportunities. Jerry, this is a huge, uh, thing. What's your take on this whole MarTech cloud scale, uh, >>Market? I, I think, I think to your point, John, that first the trends are correct and the bad and the good or good old days, the battle days MarTech is really about your webpage. And then email right there. There's, there's the emails, the only channel and the webpage was only real estate and technology to care about fast forward, you know, 10 years you have webpages, mobile apps, VR experiences, car experiences, your, your, your Alexa home experiences. Let's not even get to web three web 18, whatever it is. Plus you got text messages, WhatsApp, messenger, email, still great, et cetera. So I think what we've seen is both, um, explosion and data, uh, explosion of channel. So sources of data have increases and the fruits of the data where you can reach your customers from text, email, phone calls, etcetera have exploded too. So the previous generation created big company responses, Equa, you know, that exact target that got acquired by Oracle or, or, um, Salesforce, and then companies like, um, you know, MailChimp that got acquired as well, but into it, you're seeing a new generation companies for this new stack. So I, I think it's exciting. >>Yeah. And you mentioned all those things about the different channels and stuff, but the key point is now the generation shifts going on, not just technical generation, uh, and platform and tools, it's the people they're younger. They don't do email. They have, you know, proton mail accounts, zillion Gmail accounts, just to get the freebie. Um, they're like, they're, they'll do subscriptions, but not a lot. So the generational piece on the human side is huge. Okay. And then you got the standards, bodies thrown away, things like cookies. Sure. So all this is makes it for a complicated, messy situation. Um, so out of this has to come a billion dollar startup in my mind, >>I, I think multiple billion dollars, but I think you're right in the sense that how we want engage with the company branch, either consumer brands or business brands, no one wants to pick a phone anymore. Right? Everybody wants to either chat or DM people on Twitter. So number one, the, the way we engage is different, both, um, where both, how like chat or phone, but where like mobile device, but also when it's the moment when we need to talk to a company or brand be it at the store, um, when I'm shopping in real life or in my car or at the airport, like we want to reach the brands, the brands wanna reach us at the point of decision, the point of support, the point of contact. And then you, you layer upon that the, the playing field, John of privacy security, right? All these data silos in the cloud, the, the, the, the game has changed and become even more complicated with the startup. So the startups are gonna win. Will do, you know, the collect, all the data, make us secure in private, but then reach your customers when and where they want and how they want it. >>So I gotta ask you, because you had a great podcast just this week, published and snowflake had their event going on the data cloud, there's a new kind of SAS platform vibe going on. You're starting to see it play out. Uh, and one of the things I, I noticed on your podcast with the president of Hashi Corp, who was on people should listen to that podcast. It's on gray matter, which is the Greylocks podcast, uh, plug for you guys. He mentioned he mentions the open source dynamic, right? Sure. And, and I like what he, things, he said, he said, software business has changed forever. It's my words. Now he said infrastructure, but I'm saying software in general, more broader infrastructure and software as a category is all open source. One game over no debate. Right. You agree? >>I, I think you said infrastructure specifically starts at open source, but I would say all open source is one more or less because open source is in every bit of software. Right? And so from your operating system to your car, to your mobile phone, open source, not necessarily as a business model or, or, or whatever, we can talk about that. But open source as a way to build software distribute, software consume software has one, right? It is everywhere. So regardless how you make money on it, how you build software, an open source community ha has >>One. Okay. So let's just agree. That's cool. I agree with that. Let's take it to the next level. I'm a company starting a company to sell to big companies who pay. I gotta have a proprietary advantage. There's gotta be a way. And there is, I know you've talked about it, but I have my opinion. There is needs to be a way to be proprietary in a way that allows for that growth, whether it's integration, it's not gonna be on software license or maybe support or new open source model. But how does startups in the MarTech this area in general, when they disrupt or change the category, they gotta get value creation going. What's your take on, on building. >>You can still build proprietary software on top of open source, right? So there's many companies out there, um, you know, in a company called rock set, they've heavily open source technology like Rock's DB under the hood, but they're running a cloud database. That's proprietary snowflake. You talk about them today. You know, it's not open source technology company, but they use open source software. I'm sure in the hoods, but then there's open source companies, data break. So let's not confus the two, you can still build proprietary software. There's just components of open source, wherever we go. So number one is you can still build proprietary IP. Number two, you can get proprietary data sources, right? So I think increasingly you're seeing companies fight. I call this systems intelligence, right, by getting proprietary data, to train your algorithms, to train your recommendations, to train your applications, you can still collect data, um, that other competitors don't have. >>And then it can use the data differently, right? The system of intelligence. And then when you apply the system intelligence to the end user, you can create value, right? And ultimately, especially marketing tech, the highest level, what we call the system of engagement, right? If, if the chat bot the mobile UI, the phone, the voice app, etcetera, if you own the system of engagement, be a slack, or be it, the operating system for a phone, you can also win. So still multiple levels to play John in multiple ways to build proprietary advantage. Um, just gotta own system record. Yeah. System intelligence, system engagement. Easy, right? Yeah. >>Oh, so easy. Well, the good news is the cloud scale and the CapEx funded there. I mean, look at Amazon, they've got a ton of open storage. You mentioned snowflake, but they're getting a proprietary value. P so I need to ask you MarTech in particular, that means it's a data business, which you, you pointed out and we agree. MarTech will be about the data of the workflows. How do you get those workflows what's changing and how these companies are gonna be building? What's your take on it? Because it's gonna be one of those things where it might be the innovation on a source of data, or how you handle two parties, ex handling encrypted data sets. I don't know. Maybe it's a special encryption tool, so we don't know what it is. What's your what's, what's your outlook on this area? >>I, I, I think that last point just said is super interesting, super genius. It's integration or multiple data sources. So I think either one, if it's a data business, do you have proprietary data? Um, one number two with the data you do have proprietary, not how do you enrich the data and do you enrich the data with, uh, a public data set or a party data set? So this could be cookies. It could be done in Brad street or zoom info information. How do you enrich the data? Number three, do you have machine learning models or some other IP that once you collected the data, enriched the data, you know, what do you do with the data? And then number four is once you have, um, you know, that model of the data, the customer or the business, what do you deal with it? Do you email, do you do a tax? >>Do you do a campaign? Do you upsell? Do you change the price dynamically in our customers? Do you serve a new content on your website? So I think that workflow to your point is you can start from the same place, what to do with the data in between and all the, on the out the side of this, this pipeline is where a MarTech company can have then. So like I said before, it was a website to an email go to website. You know, we have a cookie fill out a form. Yeah. I send you an email later. I think now you, you can't just do a website to email, it's a website plus mobile apps, plus, you know, in real world interaction to text message, chat, phone, call Twitter, a whatever, you know, it's >>Like, it's like, they're playing checkers in web two and you're talking 3d chess. <laugh>, I mean, there's a level, there's a huge gap between what's coming. And this is kind of interesting because now you mentioned, you know, uh, machine learning and data, and AI is gonna factor into all this. You mentioned, uh, you know, rock set. One of your portfolios has under the hood, you know, open source and then use proprietary data and cloud. Okay. That's a configuration, that's an architecture, right? So architecture will be important in terms of how companies posture in this market, cuz MarTech is ripe for innovation because it's based on these old technologies, but there's tons of workflows, but you gotta have the data. Right. And so if I have the best journey map from a client that goes to a website, but then they go and they do something in the organic or somewhere else. If I don't have that, what good is it? It's like a blind spot. >>Correct. So I think you're seeing folks with the data BS, snowflake or data bricks, or an Amazon that S three say, Hey, come to my data cloud. Right. Which, you know, Snowflake's advertising, Amazon will say the data cloud is S3 because all your data exists there anyway. So you just, you know, live on S3 data. Bricks will say, S3 is great, but only use Amazon tools use data bricks. Right. And then, but on top of that, but then you had our SaaS companies like Oracle, Salesforce, whoever, and say, you know, use our qua Marketo, exact target, you know, application as a system record. And so I think you're gonna have a battle between, do I just work my data in S3 or where my data exists or gonna work my data, some other application, like a Marketo Ella cloud Z target, um, or, you know, it could be a Twilio segment, right. Was combination. So you'll have this battle between these, these, these giants in the cloud, easy, the castles, right. Versus, uh, the, the, the, the contenders or the, or the challengers as we call >>'em. Well, great. Always chat with the other. We always talk about castles in the cloud, which is your work that you guys put out, just an update on. So check out greylock.com. They have castles on the cloud, which is a great thesis on and a map by the way ecosystem. So you guys do a really good job props to Jerry and the team over at Greylock. Um, okay. Now I gotta ask kind of like the VC private equity sure. Market question, you know, evaluations. Uh, first of all, I think it's a great time to do a startup. So it's a good time to be in the VC business. I think the next two years, you're gonna find some nice gems, but also you gotta have that cleansing period. You got a lot of overvaluation. So what happened with the markets? So there's gonna be a lot of M and a. So the question is what are some of the things that you see as challenges for product teams in particular that might have that killer answer in MarTech, or might not have the runway if there's no cash, um, how do people partner in this modern era, cuz scale's a big deal, right? Mm-hmm <affirmative> you can measure everything. So you get the combination of a, a new kind of M and a market coming, a potential growth market for the right solution. Again, value's gotta be be there. What's your take on this market? >>I, I, I think you're right. Either you need runway, so cash to make it through, through this next, you know, two, three years, whatever you think the market Turmo is or two, you need scale, right? So if you're at a company of scale and you have enough data, you can probably succeed on your own. If not, if you're kind of in between or early to your point, either one focus, a narrower wedge, John, just like we say, just reduce the surface area. And next two years focus on solving one problem. Very, very well, or number two in this MarTech space, especially there's a lot of partnership and integration opportunities to create a complete solution together, to compete against kind of the incumbents. Right? So I think they're folks with the data, they're folks doing data, privacy, security, they're post focusing their workflow or marketing workflows. You're gonna see either one, um, some M and a, but I definitely can see a lot of Coopers in partnership. And so in the past, maybe you would say, I'm just raise another a hundred million dollars and do what you're doing today. You might say, look, instead of raising more money let's partner together or, or merge or find a solution. So I think people are gonna get creative. Yeah. Like said scarcity often is good. Yeah. I think forces a lot more focus and a lot more creativity. >>Yeah. That's a great point. I'm glad you brought that up up. Cause I didn't think you were gonna go there. I was gonna ask that biz dev activity is going to be really fundamental because runway combined with the fact that, Hey, you know, if you know, get real or you're gonna go under is a real issue. So now people become friends. They're like, okay, if we partner, um, it's clearly a good way to go if you can get there. So what advice would you give companies? Um, even most experienced, uh, founders and operators. This is a different market, right? It's a different kind of velocity, obviously architectural data. You mentioned some of those key things. What's the posture to partner. What's your advice? What's the combat man manual to kind of compete in this new biz dev world where some it's a make or break time, either get the funding, get the customers, which is how you get funding or you get a biz dev deal where you combine forces, uh, go to market together or not. What's your advice? >>I, I think that the combat manual is either you're partnering for one or two things, either one technology or two customers or sometimes both. So it would say which partnerships, youre doing for technology EG solution completers. Like you have, you know, this puzzle piece, I have this puzzle piece data and data privacy and let's work together. Um, or number two is like, who can help you with customers? And that's either a, I, they can be channel for you or, or vice versa or can share customers and you can actually go to market together and find customers jointly. So ideally you're partner for one, if not the other, sometimes both. And just figure out where in your life cycle do you need? Um, friends. >>Yeah. Great. My final question, Jerry, first of all, thanks for coming on and sharing your in insight as usual. Always. Awesome final question for the folks watching that are gonna be partnering and buying product and services from these startups. Um, there's a select few great ones here and obviously every other episode as well, and you've got a bunch you're investing in this, it's actually a good market for the ones that are lean companies that are lean and mean have value. And the cloud scale does provide that. So a lot of companies are getting it right, they're gonna break through. So they're clearly gonna be getting customers the buyer side, how should they be looking through the lens right now and looking at companies, what should they look for? Um, and they like to take chances with seeing that. So it's not so much, they gotta be vetted, but you know, how do they know the winners from the pretenders? >>You know, I, I think the customers are always smart. I think in the, in the, in the past in market market tech, especially they often had a budget to experiment with. I think you're looking now the customers, the buyer technologies are looking for a hard ROI, like a return on investment. And before think they might experiment more, but now they're saying, Hey, are you gonna help me save money or increase revenue or some hardcore metric that they care about? So I think, um, the startups that actually have a strong ROI, like save money or increased revenue and can like point empirically how they do that will, will, you know, rise to the top of, of the MarTech landscape. And customers will see that they're they're, the customers are smart, right? They're savvy buyers. They, they, they, they, they can smell good from bad and they're gonna see the strong >>ROI. Yeah. And the other thing too, I like to point out, I'd love to get your reaction real quick is a lot of the companies have DNA, any open source or they have some community track record where communities now, part of the vetting. I mean, are they real good people? >>Yeah. I, I think open stores, like you said, in the community in general, like especially all these communities that move on slack or discord or something else. Right. I think for sure, just going through all those forums, slack communities or discord communities, you can see what's a good product versus next versus bad. Don't go to like the other sites. These communities would tell you who's working. >>Well, we got a discord channel on the cube now had 14,000 members. Now it's down to six, losing people left and right. We need a moderator, um, to get on. If you know anyone on discord, anyone watching wants to volunteer to be the cube discord, moderator. Uh, we could use some help there. Love discord. Uh, Jerry. Great to see you. Thanks for coming on. What's new at Greylock. What's some of the things happening. Give a quick plug for the firm. When you guys working on, I know there's been some cool things happening, new investments, people moving. >>Yeah. Look we're we're Greylock partners, seed series a firm. I focus at enterprise software. I have a team with me that also does consumer investing as well as crypto investing like all firms. So, but we're we're seed series a occasionally later stage growth. So if you're interested, uh, FA me@jkontwitterorjgreylock.com. Thank you, John. >>Great stuff, Jerry. Thanks for coming on. This is the Cube's presentation of the, a startup showcase. MarTech is the series this time, emerging cloud scale customer experience where the integration and the data matters. This is season two, episode three of the ongoing series covering the hottest cloud startups from the ADWS ecosystem. Um, John farrier, thanks for watching.

>>The cube presents HPE discover 2022 brought to you by HPE. >>Hey everyone. Welcome to Las Vegas. It's the cube live on the show floor at HPE discover 2022, the first in person discover in three years, there are about 8,000 people here. The keynote was standing room only Lisa Martin here. I got a powerhouse group joining me for this keynote analysis. Dave ante joins us, Keith Townsend, John farrier, guys. Lot of news. It's all about HPE GreenLake. What were some of the things Dave, that stuck out to you? >>Well, I'll tell you right now, I gotta just quote, Antonio OIR said, Neri said four years ago, I declared that the enterprise of the future would be edge centric, cloud enabled and data driven. As a result, we launched HPE GreenLake. It kind of declared victory. Now I would say that what they're talking about and what they announced, I would consider table stakes. You know, I wish it started in 2014. I wish Antonio took over in 2015 instead of 2018, but I have to give credit, he's brought a focus and uh, and a, he think he's amped it up, John. I mean, if he's really prioritizing, uh, the, as a service they're going on in all in they're burning the boats, uh, and it's good. They got a lot of work to do. They >>Got a lot of work to do three years ago, John Antonio stood on this very stage saying we, and by 2022, we're gonna be delivering our entire portfolio as a service here we are with GreenLake. What I wanna get your thoughts on Keith's as well. >>Yeah. Well, first of all, I think that the crowded house was, uh, and a sign of people wanna come back together. So it's, to me, that was the first good news I saw, which was the HP community, their customer base. They're all here. They're glad to be back and forth. So it shows that they, their customer base it's resonating their value proposition of annual recurring revenue as a service plus the contract values with GreenLake are up. So this resonance with the customers, Dave, on the new operating model, that's a great check the box there. Um, I would say that I don't think HP's, as far along as Antonio had hopes, he'd be the pandemic was a setback. Um, but GreenLake is a real shining star. It's, uh, it's producing some green if you will money for them in terms of contracts, but they still got a lot more work to do because they're in a really interesting zone, Dave, because edge the cloud, although relevant and accurate where the, the shift is going, are they really there with, with the goods? And to me, I'm looking forward to seeing this discover if they have it or not. Certainly the messaging's good, but we're gonna UN UN unpeel that onion back and look at it. But >>Keith they're on the curve, right? At least they're on the cloud curve. >>They're absolutely on the curve. They have APIs, they have consistent developer experience. They announced the developer portal. They're developer centric. You can now consume your three par storage array services via a Terraform, uh, provider. They speak the language of cloud practitioners. You might struggle a little bit if I'm a small startup, you know, why would I look towards HPE? They kind of answered that a little bit. They had evil genius as a customer on stage, not a huge organization. A lot of the pushback they've been given is that if I may startup, I can simply go to a AWS portal, launch, a free trial service and run it. HPE kind of buried the lead. They now have, at least they announced preannounced the capability to, to trial GreenLake. So they're moving in the right direction. But you know, it's, it's it's table states. Well, >>Here's the thing. Here's the dynamic day that's going on. This is something that we've got got we're first of we've been covering HPE HP for now 11 years with the cube and look at Amazon's success and look at where Amazon's struggling. If you can say that they're having crossed overs to the enterprise, uh, cuz the enterprises are now just getting up to speed. You're seeing the rise of lack of talent. It certainly changing, uh, cyber security. You can't find talent. Kubernetes, good luck with that. Try to find someone. So you're seeing the enterprise aren't really geared up or staffed up for doing what I call, you know, high end cloud. So the rise of managed services is, is what we're seeing out there right now. You want Kubernetes clusters is a great set of managed services. You want other services? So that's the tell sign that the enterprises H HP's customers are now walking before they can run. They're crawling, they're now they're walking. So it's they have time to get in the Amazon lane in my opinion. Well, you >>Think about the hallmarks of cloud, obviously there's as a service, there's consumption based pricing. There's a developer, you know, friendliness, uh, there's ecosystem, which is really, really important. I think today, a lot of the ecosystem is partners, resellers and managed service providers. And to your point, Keith table stakes are things like single sign on being able to have, you know, a console being able to do it from a, from a URL to your point about startups is really interesting because that's one of the other hallmarks of cloud is you attract startups. And Lisa, we were at the snowflake summit and I asked the same question, can snowflake attract startups with their own super cloud. And what you saw was ecosystem partners developing in the snowflake cloud and monetizing. And that's something that we're waiting to see here. And I, I think they know >>You're suggesting way you suggesting that HP's gonna attract startups. >>Well, >>I, I think that's a sign if they can do that. That's a sign. And, and right now, I mean, you heard the example that Keith Keith gave. Uh, but, but not, not many. >>Yeah. I'm hoping that H I don't think HP is gonna ever attract startups, but I think the opportunity GreenLake affords the ecosystem is build clouds or purpose driven clouds around GreenLake. Mm-hmm <affirmative> whether it's the agreement with Equinix or all the cos and semi clouds, I think GreenLake gets most small CSPs, a leg up or 80% of the way there, where they can add that 20% of the IP and build services around GreenLake. And then that can attract the, the startup >>Or entrepreneurs. So the, the big question is, okay, where are these developers gonna come from? They could come from incumbents inside of companies. You know, the, the, the DevOps crowd from the enterprise, the really ops dev crowd. Right? I mean, yeah, don't you see that as a sort of a form of innovation startup, even though it's not a true startup. >>Yeah. Even though it's not, >>So Todd's making faces over there, we <laugh> >>Look, it, look it, they have >>Listen, if they don't, if they can't >>Do that, no, this is their focus is not startups. I agree with Keith on this one, they have to take care of business, home Depot. They have big customers and they have a lot of SMBs as well. They've got a great channel. H HP's got amazing infrastructure and, and client action going on. They gotta get the operating model, right job one as a service ARR, and then contract value and, and nail that with GreenLake. >>Who's their ideal customer profile. >>Their ideal is their install base. Look what Microsoft did with 365, they were going down. Their stock price was 26. At one point go to the, they went to the cloud 365, moved everything to the cloud and look at the success they're having. HP has the same kind of installed base. They gotta bring them along. They gotta get the operating model, right. And the developers that they're targeting are the ones inside the company and, or manage services that they're gonna go to the ecosystem for. That's where the cloud native comes in. That's where thing kind of comes together. So to me, I'm bullish on the operating model, but I'm skeptical that HP can get that cloud native developer. I haven't seen it yet. I'm looking for it. We're gonna look for it here. >>A key to that is going to be consistently. I, the, one of the things I'm looking for on the tech side, I, I hate to compare what HPE is doing to what VMware did with vCloud error years ago, but vCloud error on the outside looked >>Wonderful. Yes, >>It did. Once you tried to use it, it was just flaky underneath. And that's the part I'm looking to see customers pounding on it and saying, you know what API call after API I call, can I, uh, provision 10,000 pods a day? Does it scale down? Does it scale? And is it consistent? Is it >>Fragile Al roo she's co seasoned veteran? Uh, she was at V VMware cloud. She saw that movie. She gets a Mulligan, Dave. So I think her leadership is impressive. And I think she could bring a lot to the table to your point about don't make that same mistake and they gotta get this architecture, right. If they get the operating model right with GreenLake, they can double down on that and enable the developers that are driving the digital transformation. That to me is the, the key positions that they have to nail. And they do that. The rest is just fringe work. In my opinion, >>The reason why Alma was brought in, sorry, Lisa, it was, and then you gotta chime in here was to really build out that platform so that internal people at HPE can actually build value on top of it and the ecosystem that's her priority. >>We're gonna hear a lot from the ecosystem in the next couple of days, but I wanna get your perspective on, you've been following HPE a long time, all three of you. What are some of the things that you're hearing right now that are differentiators? We were just at Dell technologies. We talking about apex. We saw the big announcement they had with snowflake. We were at snowflake two weeks ago. I wanna get all three of your opinions on what are you seeing? Where is HP leading? >>I mean, HPE and Dell will, both with Dell, with apex are go, they're both gonna differentiate with their strengths. And, you know, for Dell, that's their breadth and their, their portfolio. And for, for HPE, that's their sort of open posture. I mean, John, you, you know this well, uh, that's their, their ecosystem, which I know has to evolve. And to me, their focus, you know, Antonio laid out some of the key differentiators. I, I, I think some of them were kind of, you know, pushing the envelope a little bit. Uh, but, but I think they're focus on as a service burning the, the, the boats telling wall street, this is our business. I think that's their differentiator. Is that they're, they're all in. >>Yeah. I, I think they, they try to highlight it by re announcing their private cloud service. I don't even know why they needed to announce that they have a private cloud. GreenLake is a cloud it's is a private cloud >>With block storage, hit disaster recovery. It's like good >>With like everything you get. But I think the, the key is, is that all of that is available today and you can get it in all kinds of frame of, of formats and, and frames specifically, if I'm a customer and I wanna get outta the data center and you, you know, Dave, we go back and forth about this all the time, and I wanna repatriate some workloads to Kubernetes on prem. I don't need to spend up another data center. I can go to Equinix, get GreenLake min IO, object storage on the back end, HPE lighthouse, all those services that I need for Kubernetes and repatriate my workloads without buying a new data center. And I get it as a service. I can get that Dave from HPE GreenLake, Dell apex is on the way. The >>Other thing they're differentiating with Aruba, that's something that Dell doesn't have. Yeah. And, and that is their edge play, I think is stronger than >>Of the others. Mean the, to me, the differentiator for HP is their, their history. Their channel's amazing. They got great Salesforce and they have serious customers and they have serious customers that have serious problems, uh, cyber security, uh, infrastructure, the security paradigm's changed. Uh, the deployment is changed how they deploy applications in their customer base. So they gotta step up to that challenge. And I think their differentiator is gonna be their size, their field and their ability to bring that operating model. And the hybrid model is a steady state. That's clear multi-cloud is just hybrids stitched together, but hybrid cloud, which is basically on premises and cloud to edge operating model is the number one thing that they need to nail. And if they nail that right, they will have a poll position that they could accelerate on. And again, I'm really gonna be watching how well they could enable cloud native developers, okay. To build modern agile applications while solving those serious problems with those serious customers. So again, I think hybrids spun in their direction. I'm not gonna say they got lucky, cuz they've always been on the hybrid bandwagon since we've been covering them. But I thought they'd be for a long day, but they're lucky to have hybrid. That's good for them. And I think do what Microsoft did convert their customers over and they do that, right? >>I think the key to that is gonna be ecosystem. Again, the developers need to see, especially the data piece, they talk about the cloud operating model. I think they're really moving that direction. The data piece to me is the weakest. Like they'll, they'll make claims that we can do anything that the cloud can do. You can't run snowflake, can't run data bricks, can't run Mongo Atlas. So they gotta figure out that data layer and that's optionality of, of data stores. And they don't have that today. >>Yeah. They, they, they have an announcement coming and I can't pre-announce it, but they're, they've, I've deemed them against it. They have the vision, Emeral data services, their data fabric multi-protocol access is a great start. They need the data network behind it. They need the ability to build a super cloud, a across multiple cloud providers, bringing some Google infos love inside of, uh, right next to your data. They have the hardware, they have the infrastructure, but they don't have the services. >>That's a key thing. I think one, you just brought up great point, Keith, and that is, is that at the end of the day, Dave, we're in a market now where agility and speed can be accomplished by startups or any company and HP's customers. Okay. Can move fast too. Okay. And so whoever can extend that value. If HPE can enable value creation for their customers, that's gonna be truly their, their task at hand, they got the channel, they got some leverage, but at the end of the day, the customers have alternatives now and they can move faster to get the value that they need to solve their serious problems. Uh, like cyber, like scalable infrastructure, like infrastructures code, like data ops, like AI ops, it's all here. And it's all coming really fast. Can GreenLake carry the day. And >>By the way, everything we just said about GreenLake in terms of table stakes and everything else, it applies for Dell. >>Yeah, absolutely. >>No question. It does guys. We have, and jam packed three days. We're gonna be talking with the ecosystem. We're gonna be talking with HPE leaders with customers. You're gonna hear all of these, uh, all this information unpacked over the next three days. We will be right back with our first guest for Dave ante, Keith Townson and John furrier. I'm Lisa Martin. Our first guest joins us momentarily.

>>Welcome to the cubes dock, our main stage coverage here at DockerCon 2022. I'm John furrier, host of the cube. We're here with cube alumni, a partner scene, the senior director of product and the developer platform at Google cloud, a partner. Great to see you. It's been a while how's things >>Great to see you, John. Thanks for having me. >>So obviously we've covered a lot about the Google's history and open source. If you go back, I mean go back generation 2000, it all started, it continues to continue to thrive the SDO, all the different projects you guys are around the future of containers and serverless all there. Give us the update. Why are customers choosing Google cloud? We're here at Docker con what's the big update from Google cloud's perspective from a, from a developer perspective? >>Well, John, uh, Google cloud has been, uh, the early cloud on containers, um, and by all measures from, we can, from what we can see, you know, it is the preferred cloud for container native workloads. Um, I think why our customers choosing cloud there's a, there's a few different reasons. Um, definitely one of the reasons is because it is a flexible and open platform. And I think that that is, uh, distinctive about Google cloud, as you mentioned, uh, many, many open source projects coming from Google and Google cloud in particular over the last 20 years, um, spanning, um, languages, um, you know, obviously, uh, the go programming language all the way to of course, Kubernetes. Um, and then, uh, more recently Isto and, uh, K native and many more, uh Tecton is one of the leading projects as well. Um, in the C I C D space. >>So I think that, uh, history is something that really attracts the developer population. It's also very, very important for enterprises that are, uh, modernizing and looking to accelerate their, uh, developer productivity. So that's been one major reason. I think the second major reason is really the security aspect, um, of the developer tool chain and in particular related to open source secure well, and I think the third, uh, reason that comes out, um, quite frequently when we, when we talk to our enterprise customers is Google cloud is unique in the multi-cloud space. Um, you know, one of the first, I think probably the first and, uh, only cloud provider to have a very strong multi-cloud strategy, uh, and that stems from the open source roots, but also, you know, uh, bringing more than just, uh, compute, bringing many of our data services also, uh, to the multi-cloud space. I think that's, those are the three reasons why, uh, developers often choose Google cloud. >>Yeah. And you see the multi-cloud also in a distributed computing environment. It's, I mean, multi-cloud is basically distributed computing where you've got hyperscalers and then edges emerging very quickly. Of course, we've talked about that in the past, on previous interviews, how security at the edge software opensource all coming together. Again, Kubernetes launched by Google contributed to the open source world that everyone knows that, or may not know that. Um, but, but that's key. Where do you see the container position come in? Because at the end of the day, containers is standard and now you've got Kubernetes and other parts wrapped around it. Where's container technology going in the coming, coming in the future years. Is it gonna be invisible? Is it gonna be programmable? What's your vision on that? >>This is an excellent question. And you're exactly right. You're seeing containers become mainstream. And some of the latest, uh, state of the, the state of the cloud business report, you're seeing, you know, 80% of enterprises, um, having some form of a container program and I've been involved in this industry since the very early days. So this is something we've been predicting, um, and it is happening even faster than expected. So that's becoming very mainstream, which is extremely exciting for us. Now you ask, you know, what is the future and what is the evolution of it? Um, so, and, and I think, uh, this is the right question because, um, you're seeing a lot of the future actually on Google cloud. Um, we're, we've won the, uh, Gartner and Forester quadrants as far as leader quadrants in, uh, you know, container offerings. And that's not just Kubernetes, of course, uh, Google Kubernetes engine has been, has been the leading area, but there's a whole host of offerings around that. >>Um, in particular I'd like to point out serverless containers with cloud run, as well as the entire DevOps pipeline around containers. And that's a big topic in the industry right now. It brings in, uh, security as related to, uh, developers. And then of course, uh, you know, providing an automated, secure pipeline for DevOps, um, as it relates to containers, we've had several announcements and, and, and a lot of success in this space. Uh, I, I can go through some of these things with cloud run, which is our serverless container offering. We've seen, uh, four X growth in adoption and, uh, consumption of that service last year in 2021. And that is continuing, uh, so it's very, very healthy and it is very much the reason customers are adopting. It is because they don't need to learn a lot of the underlying infrastructure. They don't need to manage any of the underlying infrastructure. >>There isn't necessarily a cluster to manage all of that is taken care of, uh, for them. And they can focus on their application. They can actually use, uh, make use of the benefits of containers, such as, uh, you know, scalability, um, such as, um, application awareness, uh, and such as a lot of the integrated tool chain for, uh, delivery for application delivery, right from your source repository into production, and then being able to bring out new versions of your application, test them, and then roll over. So this is kind of the new, uh, uh, generation I think is very much tied to the pandemic and what's happening in the world post pandemic, where developers are extremely important, developer productivity and, and fact developer work, life balance is extremely >>Important. Yeah. And I, and I think also one of the things that we're seeing to piggyback on that last comment, as well as your other points is developers have always been pulled to the front lines even 10 years ago. You saw the trend towards getting more closer to the customer now with cloud and edge and with open source being the innovation equation where entrepreneurs are starting projects, companies are starting projects, then they gotta get commercialized. So supply chain is a big discussion. We're hearing at Docker con we're hearing about shifting left of security data as code. You start to see the developer on the front lines in all aspects of this, and they want, they want security, they want efficiency, they want things in the pipeline. They don't wanna have to shift left, then come back again. So again, they starting to see this kind of productivity drive the business behavior of the companies cuz that's their, the value partners. That's the application side of cloud native. What's your thoughts for the developers who are doing that? What's in it for them with Google cloud? Why, why are you important to them? >>Yeah, and I think, uh, John, this is where, uh, developers, uh, tend to prefer Google cloud. And there's a couple of reasons for that. One is, you know, we are very much, uh, centered around developers. Um, you know, my job is, uh, you know, Google cloud developer platform. And, uh, our goal is to provide ease of use the easiest cloud for developers. Something that is, um, you know, really allows them to get their work done quickly. Developers want to be exposed to the best technology. They want to be able to be exposed to it in a way that that integrates into their workflow that integrates into the tools that they're used to, um, and allows them to get their job done quickly. And so a lot of what we're doing in, in the developer space is providing an integrated stack. Um, you know, whether you're building a web application or you're building a mobile application, or you're trying to do data analytics, uh, Google cloud should be a place that you come to. >>That's easy for you to use, to get the job done. Um, and, and, and the security aspect is not something that developers like to deal with. They want that to be taken care of for them, um, troubleshooting as well, you know, troubleshooting and, and upgrading. And all of that is something that they wanna be taken care of. And so that is something that we're baking into the platform. And you'll see that in a lot of our tooling, um, you know, the build process, uh, we're providing salsa compliance, um, and, and build Providence for the security teams to be able to audit. But it's not something that the, that the developer needs to take care of. It's something that is just part of the, the build process built into, uh, say, uh, cloud run or GK built into our compute options for making >>It for them, making it easy, simple, and reduce the steps it takes to get the job done. So great stuff par, great to see you in the last 30 seconds, we have left. Just give a quick commercial for what the key projects are in open source. You're proud of that people should pay attention to, we got CubeCon coming up, uh, in, uh, Europe and north America. What are some of the successes that you like to point out? >>Well, I really encourage, uh, developers to go and take a look, a new look at, go go 1.8, add support for generics. It should open up a brand new set of applications. So I definitely encourage folks to, to take a look at that, um, of, of course ISEO and service mesh. As, as your container footprint grows, you have many microservices looking at service mesh, uh, extremely important, and it also allows you to get to that SRE type of, um, uh, DevOps model where, you know, you're securing your services. You're also, uh, being able to monitor and control, uh, service usage. And then the last one is of course Tecton and this is where secure software supply chain comes up. Part I'll >>Mention that. I wish I had 20 minutes. Love chatting with you. We'll catch up with you later on the cube we're here at DockerCon. Thanks for your time. Back to the DockerCon main stages of the cube. I'm John farrier, back to the main stage for more coverage.

>> The Cube presents Dell Technologies World brought to you by Dell. (crowd murmuring) >> Welcome back to Las Vegas. It's The Cube live at Dell Technologies World 2022. This is day two of our coverage Lisa Martin, with Dave Vellante. We've had a lot of great conversations all day today half a day yesterday. We've got another great conversation coming up about ESG environmental, social and governance. Please welcome JJ Davis, the Chief Corporate Affairs Officer at Dell Technologies. Welcome to the program. >> Hi, thanks for having me. >> Hey, hey. >> It's great to be here. >> ESG is a very popular topic. >> Yes. >> It's one thing to talk about another thing to actually have a plan, have a strategy, have those 20, 30 moonshot goals and implement. Talk to us about what ESG means for Dell Technologies and some of these great things, that you have going on. >> Absolutely. So you said it, I mean it can be acronym soup. When you think about, is it social impact? Is it corporate social responsibility? Is it ESG and the beauty of having an environmental social governance strategy is we now are bringing ESG much closer to the corporate strategy and how we meet the needs of all of our stakeholders. So I'd love to just back it up for a minute and think about the purpose of Dell Technologies is to create technologies that advance human potential. Our vision is to be the most essential technology company for the data era. The way we do that is we're growing and modernizing our core businesses like PC servers and storage while we're building the technology ecosystem of the future. Well guess what? ESG is embedded in all of that because the future is more sustainable, built by people that represent our customer base with a workforce that is more diverse and a workplace that is more inclusive. We put human rights and the needs of people at the center of what we do as well as the needs of the planet. And when I get to put together purpose planet and profit and bring that strategy together in partnership with so many leaders of across the company and meeting the demands of our customers. ESG is just a part of the way we do business now >> It's part of the DNA. >> Yeah. >> Talk to us about some of the key priorities from a climate perspective, for example. >> Sure. >> What are some of Dell's key focus areas where that's concerned? >> So when we think about our ESG priorities as a whole there are four climate, circular, economy, diverse workplace and digital inclusion. And so within our sustainability pillar of our strategy or the E, we are committed to being net zero across scopes 1, 2 and 3 emissions by 2050. We are revamping our product energy goal right now to relaunch that. When we think about our customers 95% of our big customer RFPs ask about sustainability and our commitment and what we'll be doing to help them because they're going to be reliant on technology to meet their own sustainability and climate goals, whether it's green IT or IT for green and they're going to really be looking to us to help them. >> You know, I love this purpose planet profit. >> Yeah. >> You and I have talked about this a little bit. It's actually good business. Explain why ESG is good business? >> Well, I mean, used to social impact kind of sat off to the side. We might have been called do gooders or people that are passionate about things that maybe don't align to the corporate strategy. And now when you think about business round table and Michael Dell as a member and they came out with their purpose of a company statement it'll be three years in August to really redefine the purpose of a company to meet the needs of all stakeholders from employees, to customers, to shareholders as well. And so we know that new hires and new buyers demand more of their employer and of the companies they buy from. They want their own personal values to align with that of the company they work for or buy from. And so now we need to the needs of our business commitments, but also if companies don't take a leadership role, we're screwed, we're not going to be able to reverse the negative impacts. So climate change and technology plays a big role. >> Yeah. "The earth gets the last at bat," as they say. >> Yeah. >> From an accountability perspective that you mentioned 95% of RFPs are coming in and customers are looking for- >> Yes. >> Dell Technologies's commitment to ESG. Talk about the accountability to your customers to all customers where ESG is concerned and how is it measured? >> Sure. So we've been spending a lot of time over the last year, year and a half on the G of ESG the governance. And so we have been doing this for a couple decades really moving the needle on social impact. Michael talked about it in his key note, that this is in our DNA like you said. But now we have to be able to really measure. You can't manage what you can't measure. We have put a lot of governance around, what do we disclose and why Michael Dell is an active participant in the world economic forum, common metrics project because, you know, there's too many metrics and frameworks to know what companies need to be measuring and how we hold ourselves accountable and what we ultimately report to our shareholders. And so there's a lot of work to get more clarity there. You're seeing the SEC put out new rules around climate and human rights. And so when you start to get regulated that changes the game in terms of how transparent you need to be. And then what are the third party assurances that you need to have to validate the data that you're reporting on? We do have an annual ESG report that comes out every June where we report across several moonshot goals across sustainability, inclusive culture, transforming lives and ethics and privacy. Then we have sub goals. There's probably about 25 in total. And we're going to tell you our stakeholders every year how we're doing against our 20, 30 commitment. And I think it's that level of transparency and measurement that we have to hold ourselves accountable to and our customers do as well. >> Can you share a little bit about where you are on the 2030 moonshot that was announced about a couple years ago at the beginning of 20, yeah, towards the beginning of 2020. Where is Dell on the that, what's your moonscape look like? >> Yeah, sure. So we are announcing our update from calendar year 21 in June. So I'm not going to get the numbers exactly right. But if you take sustainability so one of our moonshot goals is around 100% of our packaging by 2030 will be made of recycled or renewable content. We're over 90% now. So we're going to probably restate that goal and evolve it or meet it early and set a new one. In terms of product contents. We have a goal that is 50% of our product contents will be from recycled over renewable materials. That's a little harder, plastic is easy, steel is hard. And so we're still working through how across the main components that go into our machines. How does that become more renewed and sustainable? If you think about 50% women in our workforce 25% African American or Hispanic in our US workforce we're making really good progress. And we have scaled programs that are helping us deliver on those commitments. >> Yeah. I think I'm quoting JJ Davis, correct me if I'm wrong but, "ESG marries who we are with what we do." What do you mean by that? >> So when you think about what we do, we build technology that delivers or advances human progress. We help our customers solve their biggest problems but really who we are. We are a founder-led company and Michael Dell was a purpose led driven CEO before that was even a term. And so he always wanted to have an ethical company that just did business above and beyond what the law required. And we'd been recycling PC for more than 20 years. And so we are an inclusive culture where we can bring our full selves to work and we are entrepreneurial. And, you know, if we have an idea and you raise that idea or a problem, you see then oftentimes the management will say, "Okay you go fix that." And so I think just what we do, we build technology. Who we are, is we're problem solvers for our customers. And that is good for business and good for the environment and what it is society really expects of us. And we're empowered to make a difference. Feels good. >> One of, I'm curious to get your perspective on , you know, the events of the last two years. One of the things that's happened is the great resignation. I think we all all know multiple people who have decided they're moving forward, lots of opportunity but where is Dell's ESG strategy as a differentiator for people going, I get it, I support that, that's the kind of company I want to work for? >> Our Chief Human Resources Officer Jen Saavedra calls it, "The great reshuffle." I think that's maybe a more positive way to look at it. And, you know, I've had people actually join my team because they are really positive on our mission and not just our proactive strategy around ESG but how we have handled our response to social issues. >> Yeah. >> I mean, who knew that company CEOs would be expected to speak out on voter access or LGBTQ rights and, you know. So a lot of people are coming to work for us because we are very measured in where we weigh in and what we stand for, how we speak out. But they're also really buying into our ESG strategy. I would also say our flexible work commitment. It's a big part of our DNI strategy as well and helps us attract and retain diverse talent. You can live and work wherever you want to proximity the headquarters is no longer criteria for advancement. And that's going to be a really big differentiator companies that get this right will win the talent war. And that means they'll better serve their customers. >> When you took over this role, I'm guessing you kind of did a scan to see who else was out there, what others were doing, not just in Tech. >> Sure. >> Not just in North America, but globally. What did you find? Where do you get your inspiration? Are there any organizations out there that are really models that you get inspiration from? Or is it so new? You are the model. Can you just talk about that? >> Well I mean, I think we're doing a really good job and we're pretty advanced, but nobody has this figured out and frankly, we need to do it together. This is a space where you don't actually want to compete. >> Right. >> You want to partner. And so we have our own sustainability advisory aboard and companies like Boeing or on that. I serve on a sustain the advisory board from McLaren and Unilever's chief sustainability officers there. That is a company that is really inspirational to us. And so partners like Intel, they're very involved in 50. So the next 50% that needs to get connected to the internet and participate in the digital economy. We're big partner, as you know we're their largest customer. And so there's a lot going on across our competition our customers and our partners. And we're all inspiring each other and figuring it out together. Cause it's evolving so fast. Nobody has all the answers. >> But that's a great point. The evolution is happening so quickly and every day you turn on the news and there's something else that needs to be responded to. >> Yeah. >> I mean, think that from a strategic perspective from that overall vision perspective, it sounds like what and there's been some announcements this week. >> Yeah. >> That respect to issue. What's been some of the feedback from the part of ecosystem, from customers, from investors on this laser focused vision that Dell has with respect to sustainability and ESG? >> So Cassandra Garber, our head of ESG just finished out of cycle road show with investors and had really good conversations. They're asking a lot of questions about our strategy. They're asking questions about executive compensation tied to ESG as an example. Our customers are very positive and responding. They're looking for technology solutions. As I mentioned to meet their own climate commitments. And from our channel partners they really want to partner on our initiatives and really go do good and make an impact together. And we're getting really good feedback. >> So carrot or stick, it's probably not 100% that the channel partners or even suppliers, you know, some just don't have the resource possibly or maybe they don't share your values. >> Right. >> So how do you approach that? Is it through inspiration? Is it through a little tap in the head or a little headlock? How do you deal with that? >> It's both. I mean, our suppliers have to adhere to the contract and the RSA code of conduct that they have to sign on to uphold. And so we very much hold them accountable just like we do our ourselves. And so that is more compliance driven but we do have partners like Western's Green in our supply chain who we're really involved with us in some early work around recycled gold and partners that are involved with us in setting up the ocean plastic supply chain. And so we have great partnership but there are things they have to do from a human rights perspective or commitment to the environment that are required. From a channel partner perspective, you know, we want to incent them. We want to make money together. We are for profit businesses after all. And ESG can be a part of that. And if you don't have the resources to drive your own take back initiative, then we can do that in partnership through our asset recovery services which partners can sell and then use our infrastructure to take back and recycle old equipment. >> I mean, I feel like a lot of my questions are two-way but you feel as though you're in influencing public policy or a public policy is influencing you? >> Both. I mean, early on when the SEC was looking at the climate rules that they just put out, there was, I think we submitted a six page response to their, you know, ask for inquiry and response. And so that's good. We're able to talk to each other and have conversations and shape things, but ultimately we'll be regulated in these areas and that's fine. We just got to make sure that we're ready. >> Great. >> It's always good to have that push and pull it's like with the pandemic all the silver linings that have come out of the acceleration, we talk about that all the time on this show. The acceleration of digital transformation, we were talking about the acceleration of retail in the intelligence store. >> Right. >> And as consumers, we expect that, but that push and pull sometimes those forcing functions are necessary to be able to drive forward. >> For sure. >> Yeah. >> Yeah. >> My last question for you is Dell just came off it's most successful year. >> Yes. >> First time hitting north of 100 billion. >> Yes. >> In the company's history. What are some of the things that we think is the moonshot goals, we're only in 2020. >> I know. >> But as time is going by so quickly, what are some of the things that you are personally looking forward to from a corporate affairs ESG perspective say the next like three to five years? >> Well, I'm really excited about some of the groundwork we've laid in digital inclusion. We just made some new hires there. We're connecting the dots, you know, and we have a lot of initiatives that can really if we can scale them, make a big impact. So we have student tech crew, it's where high school students serve as the technical support in their local high school and get certified. So they are job ready the minute they graduate. If they don't want to go to community college or university they can go right into the workforce. How do we marry that up with other skill building initiatives that we have? And if you add 1 plus 1 it equals 3. And I think this year will be a really big accelerator for us in the area of digital inclusion and how we bring connectivity, community services and support and digital skills together. Because that's what, you know, those that aren't participating in the digital economy we need to partner and really deliver on the promise of what it means to be in technology and at least have the skills to compete >> Right. Start eliminating that digital divide. JJ, thank you for joining David and me today talking about ESG- >> Thank you. >> corporate affairs, such an interesting focused efforts that Dell is really wrapped around. And it sounds like there's that push pull from the customers, from policy, but ultimately going in a great direction that can be measured. Thank you for your insights and your time. >> Thank you. >> For JJ and Dave Vellante I'm Lisa Martin. You've been watching The Cube live from Las Vegas. This is the end of day 2 of our coverage of Dell Technologies World. We thank you for watching. You can find all of our content on replay on theCUBE.net. And of course, we will be here tomorrow with John Farrier and Dave Nicholson as well. Have a great night. We'll see you tomorrow. (upbeat music)

>>The cube presents, Dell technologies world brought to you by Dell. >>Good morning. Welcome to day two of the cube at Dell technologies world live from the Venetian in Las Vegas. Lisa Martin, with John farrier, Dave Nicholson guys, a lot of momentum yesterday. The vibe was amazing. We're think there's about 8,000 people here and spends yesterday a lot going on with multi-cloud with partners, with customers, John, we got Michael Dell coming on in just about 15, 20 minutes. >>Yep. The keynotes getting out, people are starting to come in. You can see them, uh, flowing through the hallway. Michael Dell will be on about 15 minutes and we're gonna ask him every year when they have the cube here, we're gonna have room with questions around digital transformation. Security is the hot thing. Obviously here, data and what's up with Dell. So we'll see what, what he is gonna say. >>We had some really good interviews yesterday. We, we had customers on, we had partners and the, the overall sentiment was people are very excited about, I mean, the momentum that Dell is coming off of from F Y 22 of first time hitting north of a, of a hundred billion or in the company's history, the partner ecosystem expanding what their acknowledgement multi-cloud is here. Yeah. The, the vibe was good. The, the partners are excited. Lot of opportunity. Yeah. >>I mean, I think the big thing story here this year is that, you know, VMware's not part of Dell technologies world, although there is some stuff kind of connecting together in terms of ownership, but it's still now on its own. So that's, that's a key, um, development that's happened since we were last here in person, but the digital transformation train continues to go down the tracks and it's getting better and better and better. And for, in terms of what is happening, but there's still more complexity at the edge. That's something that's important and security more than ever is important on a global stage. But also the cyber attacks are going up. Ransomware is, has essentially I'm so standard. Everyone needs a, a solution. So everyone's pivoting to endpoint protection, zero, zero trust. And, um, ransomware has been, you see the storage vendors go that way. So that's a big trend. Uh, a lot of people go in there and they need it too. Cuz ransomware is very dangerous. So, and then obviously cyber all over the world is, is a huge, so, you know, Dell plays a role in that. They have a lot of gear and, and I think the edge is developing nicely. >>Yeah. You talk about ransomware. I was reading some stats recently that there's one attack, every 11 seconds that organizations now it's not a matter of, are we gonna get hit it's when yeah. And I think I wrote a stat the other day that said 75% of organizations will be hit by at least one cyber attack by 2025, which is around the corner. So security is that board level, front and center conversation. Yeah. And we saw a lot of that with what they were announcing just yesterday alone. >>Yeah. And to me, the cybersecurity issue is just also a political one. Uh, the adversaries can play with open source and the threats are real. The threat vectors are increasing and there's no perimeter as everyone knows that in security and you start to see data being protected. So now you've got data protection is that's big for Dell. You know, they have a huge footprint of disaster recovery and data protection. And so that becomes a really key point for protecting the data in flight, uh, data. Engineering's a hot trend. So data as code has become huge. You're seeing that in, in all the digital applications, the role of data is becoming more and more. >>Absolutely. We talked a lot Dave about edge yesterday and especially, particularly in retail and a lot of the massive transformation and the pressure that retail is under, you know, us consumers, we bring this, we want the online experience in the connected store. And so they talked a lot about what they're doing with respect to edge at the retail yesterday and in financial services. Really interesting. What are some of your thoughts on the direction that Dell's going? >>So I've been, I've been taking a little bit of a different angle on this since I've been here prowling around looking under the covers to get an understanding of the advances in hardware that are driving the top line value per opposition. So here it's appropriate to talk about things like retail at the edge and the experience that that delivers to an end user customer Dell is still doing, however, the really hard work of optimizing systems on the back end, the stuff that a lot of people would say they don't care about. The idea is Dell makes sure that this development that happens so people at the edge don't have to care about it. So, so that's the thing that I find fascinating being a kind of an old school hardware guy myself, is that all these really cool things aren't getting talked about because we don't need to talk about them because Dell has it handled. So whether it's whether it's retail, uh, whether it's, uh, uh, advances insecurity, uh, they're all driven by highly optimized and tuned hardware. You mentioned partners, um, partnerships that Dell has behind the scenes are critical to all of that. >>I mean, I think the big thing about Dell too, is they have a co here. Um, they have Chuck Whitten, a co chief operating officer, uh, Jeff Clark, uh, Chuck Whitten's new, uh, came from BAE and you got two do Cocos. Right? Right. So you got a fledging company Dell's growing. And, and the big question is M and a right. Dave and I were talking about that last night with a bunch of folks in the, in the hallway about who does Dell buy? Do they need to buy anyone? Right? And again, uh, hardware is back. I mean, you look at what we talked about yesterday. And our wrap up day one was essentially, hardware's becoming more important. And even at Amazon reinvent, when we recovering that show role of Silicon plays a huge role. Now they run hardware in the cloud. So, um, we all know hardware, just servers, somewhere in the cloud there. So I think hardware is gonna be huge David, because, you know, edge needs more smaller, faster, cheaper Bob access to colo, uh, Equinox was on yesterday. Um, you're seeing like 5g edges deploying. So I think hardware is gonna matter. I think you'll see the home become much more device centric, smarter devices. So smart city, smart homes, hardware matters more than ever. >>Yeah. Yeah. Well, and, and from an acquisition perspective who, who knows maybe Dell would acquire VMware <laugh> crazier things have happened >>Or VMware could acquire Dell >>Or yeah. Crazier things have happened. >>They would argue that one. <laugh> >>So, so the hardware hardware's back back again. It makes me think of that M and M song slim, shady. You think we need to do some sort of parody on that <laugh> together, but what does that mean for, for the partner community? There are over 200,000 partners. We talk about Barun GSI data center, the hyperscalers, that partner. >>Yeah. I mean, I mean, the partner story is I think more important than ever. And you seeing more ecosystems develop around companies that you wouldn't think have ecosystems that's because with cloud and now the cloud operating model, which is on-premise and edge, you can do piece parts of solutions and, and the glue layers, the abstraction layers in software at scale are now available. So it's easier for customers to buy point solutions or platforms and put them together. Bet it more than every the headless retail, as an example, uh, a trend that's happening. You're seeing, look at, look at, uh, in the, in the, uh, consumer market, ghost kitchens, ghost retail. So you're starting to see delivery. And so at the consumerization of it is happening. You're gonna see more and more customs applications that are taking advantage of stacks that are configured either on the fly or, you know, most multiple partners. So I think you're gonna see, you know, the big players like AWS, uh, uh, Microsoft, Dell have real big ecosystem players and that's gonna be a huge trend continuing. >>So today Michael Dell is coming on in just minutes. Chuck Whitten is also on Jeff Clark. What are some of the things that you really want to dig into with these guys, John? Well, >>The big thing I want to ask him is how they're stress, energy, and operations fit into how their customers are consuming. Uh, Dell's got a huge customer base. I wanna find out how their, how their solutions are being operationalized by the customers. And that's gonna be coming, poking at the cloud a little bit and see how real that's going. Apex has been very popular. The security story. I also wanna ask about the changing workforce because the it departments of the old those folks are aging out. So a new generation of it is coming together. And I think those folks want things easy, push button, easy button dashboards. They've never, maybe not even racked the server before. So completely different new generation. When I see how that impacts the, uh, how they make products, >>Good point. We saw some of that in, you know, this morning they were showing some of the gaming, um, opportunities, Dave and I were in there this morning and what they're doing for that, and the gamers are all very excited about that. But the connected home was something that they were talking about. >>Yeah. Yeah. Who knew you could make a, uh, you know, a track pad on a laptop, more exciting. <laugh> it's, I mean, it's brilliant, right? They, you know, controls for, uh, you know, for, uh, home video conferencing built in, um, it, it just shows that again, kind of at that hardware level where people think, ah, it doesn't matter. No, there's a lot of room for innovation there. And back to the discussion of around partners, um, much like the big cloud players depend upon systems integrators out in the marketplace in order to deliver these solutions to end user kind customers. The channel's gonna be incredibly important. And I know that Dell is putting a lot of effort behind that right now. That's pretty clear. Yep. >>Yeah. We've seen lot of that. So exciting stuff today. I mentioned the three guys, three only of the many folks that are coming on the show today. We've got Allison Dew tomorrow, some other happy hitters guys looking forward to great day two full coverage. Stay with us. We've got a lot of content coming at you from the cube live from the show floor of Dell technologies, world 2022 from the Venetian in Las Vegas, stick around Michael Dell will be up next with John and Dave.

(bright music) >> Hi, this is Dave Volante, and we're getting ready to bring the Cube to Dell Tech World 2022. This is the first Dell Tech World that will be held in person since 2019. And, it's the first major Dell customer and industry gathering since Dell spun out VMware, as a completely separate company. Without Dell ownership, of course the chairman remains the same. Now, that Dell is untethered from VMware, it means its most lucrative asset is no longer going to show up on the income statement. Now, with the client business as an increasingly large share of revenue for Dell, over the past couple of years, thanks to the pandemic, Dell's gross margin line stands out more going from the low 30s to around 20%. Now, as part of the spin, Dell executed a special commercial agreement with VMware. Dell is VMware's number one distribution channel and sells tons of VMware software. So, that combined with the fact that Michael Dell is leading both companies was plenty of incentive for VMware to make disagreement. The special commercial agreement sets certain terms and conditions regarding how the two companies will work together to maximize technical integrations, co-marketing initiatives, and other go to market opportunities. This was done to ensure that the relationship between the two companies remains as strong as it was prior to the spin. It's interesting, a lot of people complained about the acquisition, that Dell and VMware shouldn't be together but customers, by all accounts, loved it. The other major change is Dell... For, with Dell post spin, is it now is a much stronger balance sheet. It has paid down a ton of debt to where it's now considered investment grade by the ratings bureaus. This means lower interest rates for Dell on its debt. And, it also means Dell has more flexibility to do dividends and stock buybacks and MNA. Dell, in our view, will begin to do some more of these tuck in acquisitions and beef up its software portfolio, As it still relies heavily on VMware software for much of its data center business, but we think it needs to diversify. It's increasingly going to look to expand into cloud offerings with its apex as a service. And, apex really is this as of surface offer, which is essentially Dell's version of their cloud and it spans on premises, the public cloud, and ultimately out to the edge. So, at Dell Tech World, expect the following areas to be emphasized client solutions. It's around half of the company's revenue. So, laptops and desktops and client side solutions have to be part of the discussion. It's a lower margin business than enterprise, but with COVID been growing quite rapidly as remote work has become the thing. The other thing we expect to hear, the other theme, is around ransomware, cyber resiliency, cyber threats are top of mind. Expect Dell to stress the importance of having sound security and data protection strategies in the post COVID era. You may see some specific offerings from Dell or perhaps even further emphasizing security in many of its products or both. Okay, we would also expect more storage innovation. Dell's legacy EMC storage business has been under pressure from the cloud and other competitors like Pure and some new entrants, nipping at Dell's heels. We would expect Dell to beef up its as a service offering both on prem within systems, AKA boxes, and as part of apex. Now, apex is going to be a big theme at the show. The as a service is going to absolutely be a big focus in our view. Dell has entered the market after HPE came in with GreenLake and Dell doesn't want to be overshadowed by HPE's all in as a service strategy. So, expect Dell to provide updates on its progress with apex, identify differentiation from some of the other players, AKA HP, and announce new services across its portfolio. You'll likely also hear some discussion about the ecosystem and partnerships with some global system integrators and also of some announcements about how they plan to appeal to the developer community. I think multi cloud is another theme that you're going to hear. Sometimes we call it super cloud. We would expect Dell to emphasize the importance of its ability to serve customers irrespective of physical location, right? Cloud is not a destination. It's an operating model kind of thing. On-prem, public cloud, across clouds, at the edge. Some of this is going to be vision, a lot of it of course will be vision, but some of it's going to be offerings. Might see some things in Telco and hear some 5g talk, as well as some Edge and Telco partnerships to attack that 5g opportunity and other opportunities at the edge. Dell's a large company. They, I think very conscious of responsibility. So, you're going to hear, I would say some, maybe not tons, but some fair dose of ESG, environmental, social, and governance. This will likely be a theme as companies like Dell, they got to demonstrate their commitment to diversity and inclusion, as well as the sustainability of the environment. They can move the needle. They may likely also get into privacy, things like that. Maybe tech for good, or maybe talk a little bit about AI for good, maybe even AI solutions, although let's, we'll see, we'll report if we hear that. You're going to also hear about digital transformation like any conference and how Dell is helping customers transform their businesses. What maybe what Dell's doing internally with its own technology organization and its own digital transformation. Dell's role is to provide technologies and services that can accelerate those digital transformations. So, you'll hear Dell position itself there we think. And, finally channel partnerships and ecosystems as Dell transforms to a cloud company, that's going to redefine cloud. It has to, in our view, increasingly emphasize its ecosystem partnerships which are a critical component of cloud companies. Now, I hope as a company building out its own cloud vision, and trying to reset the cloud narrative, that we hear some focused discussion around developers. I mentioned that before, and how infrastructure's code is a key aspect of Dell's vision and offerings. Now, the Cube will be there. We start Monday evening. It'll be late east coast time, but it'll be 6, 6:30 west coast time. We're going to feature myself, John Farrier, Lisa Martin, and David Nicholson as host. Monday is largely focused on partners. And, then we go all day, wall to wall, on Tuesday and Wednesday with our typical Cube coverage. Several key execs are going to be joining us including, of course, Michael Dell and Chuck Whitten, who's the new co-chief operating officer, along with Jeff Clark, who is also vice chairman. He's going to be joining us and several others from Dell's ELT, including Cheryl Cook, JD Davis, Alison Dew, and a number of Dell customers, partners, and several members from the product teams coming on to talk about the new announcements that they're making at the show. And, of course, you'll get the Cube's take on all the keynotes, the product announcements, and the vibe at the show and what's happening in the hallways and in the evening events. So, tune into the cube.net, check out siliconangle.com for all the news and coverage. And, we'll see you there. (bright music)

>>Okay, welcome back everyone to the cubes coverage here in San Francisco, California of AWS summit, 2022. I'm John Farry host of the cube AWS summit in New York city. Coming up in the summer. We'll be there as well for live interviews there. Events are back and we're excited. I have a great guest here y'all you of CEO and co-founder and Juna security based outta Palo Alto. Great to have you coming on the queue. Appreciate it. Yeah. >>Thanks. >>Thanks for having, so tell us about what you guys are doing. You guys have a really cool cost of confidential computing. Take a minute to explain what the company does. >>Sure. So, uh, at high level confidential computing is the ability to take any workload, any piece of data, regardless of sensitive, it is and run it completely isolated, completely private, completely protected, essentially on any infrastructure, uh, and that enables organizations to take any, any workload and move it to UN you know, um, sensitive, potential sensitive locations, like the public cloud, where somebody else is managing your infrastructure. >>So basically the problem you solve is you provide security layer for workloads. >>Exactly. >>Exactly's also govern in security issues, but also just general hacking, >>Right? Oh, ex exactly. Essentially any, any organization having any type of sensitive information, think about, you know, financial services, think about healthcare, think about, you know, oil and gas that need to protect the data where they're gonna drill next. Any, any kind of organization that has sensitive information has that issue and needs to protect data in any environment they run in. >>So Amazon would be like, wait a minute. We're secure. What come on. >>Uh, actually AWS is, uh, is one of our partners and we we're actually building on top of, uh, a new technology that AWS, uh, built called, uh, nitro enclaves. And actually all the public clouds have built a technology like this. Uh, the reason why they've done this is to security and privacy are the number one. And number two reasons why people don't move more workloads to the public cloud. Mm-hmm <affirmative>. So what the public clouds have done is added this technology to be able to tell their customers one is we don't have any access to your data running on top of our infrastructure. And number two, be able to turn to the government and tell them, uh, during the case with the iPhone and, uh, the FBI or the FBI to apple asked him for data on the iPhone. Yeah. And apple said, we just can't, we don't have access to that data. This is exactly what the public clouds want to be able to do, turn to the government and tell them we just don't have access to our customer's data. >>Wow. That's gonna put a lot of pressure. So talk about the surface area of attacks. How has that changed? What do you guys, what's your role in that obviously this no perimeter anymore in the cloud, the security is dead. That's a huge issue. >>Yeah, of course. So, so I guess what we fit into this, as I mentioned, all the clouds added, uh, this technology, uh, what we fit in is very similar to what VMware did for virtualization, right? Virtualization was this extremely powerful technology that everybody knew was going to change the world. You wouldn't have the public cloud without virtualization. Uh, the problem was, it was very difficult to use very, very low level because it was a hardware technology. And then every, uh, vendor built a different technology. This is exactly the case now with confidential computing, every cloud added, uh, uh, a hardware level technology to go support this. But one it's very low level. It's very, very difficult to use. And every cloud added the different technology, which makes it even harder for organizations to go use. We added a softer stack exactly like VE VMware did for virtualization to make it super simple, to use and ubiquitous across the different clouds. >>How did you come up with the idea? What did this all come from? Were you scratching and inch and security? Did you have one of those things like, Hey, I can solve this problem. What's the origination story? Where did this all start? >>Yeah, it's actually, so I I've been in security for, you know, over 20 years now. Um, and I kept running into that same problem. Right. I, I was in the, I was actually in, um, unit 8,200, which is the really equivalent of the NSA. Uh, I was then, uh, in the private sector and I was, uh, a bunch of companies open DNS, Cisco, and, and I kept running into that same issue. And when you kind of peeled the layers of the onion of what the core security problem was, it always came back to how do you protect data while it's being used, which is essentially the core, the same sort of core problem, the confidential computing solves. Um, but there was never a solution. There was never a way to solve this. Uh, and, uh, above four years ago, my co-founder, uh, just finished his PhD at Stanford and he ran into, there's finally a way to do this. Finally, the CPU vendors have built something in, uh, the clouds are going to adopt this. This is going to allow you to one finally solve that huge problem that always existed. And, and number two, this allows you to kind of rearchitect security the right way, uh, because this has always been the core problem that people try to somehow mitigate never having a good solution. >>It's like putting a rapper around it, an envelope and saying secure. >>Exactly. So was this >>PhD working at Stanford in parallel to industry momentum at the same time Sarah Diply? Or was it kind of like, was he working with partners already in his program? >>Yeah, so he just, uh, this was something was happening and this is, uh, this has been going on for, well over a decade. It, it actually funny enough, it started with the, uh, with cell phones. I dunno if you ever thought, you know, what happens if you lose your phone, you have the biometric data, right? Your fingerprint or your face ID. Can somebody get that information out the phone if you lose it? And what the, the phone vendors have done is basically put techn, confidential computing technology to make sure that even if somebody gets physical access to your device, they're not going to be able to get access to that data. And what the, the evolution was is that the Intel AMD, the CPU vendors have realized, wait, this is a really, really great idea. Yeah, you should put it on the server side as well. >>And that started with Intel in 2015. So this has been an evolution, uh, and now essentially every, every one of the CPU vendors is now supporting this. You have Intel and R and AMD and video just announced, uh, their confidential, uh, uh, GPU solution, uh, all the clouds and I've adopted this. Uh, so my, my co-founder when he ran into this, this was as this was, uh, starting to, to happen. He got extremely excited, but he has noticed a big problem of everyone is coming up with different solutions. We're gonna need to build a layer, a software layer on top of this, uh, to, so >>You have, you have to get this to be de facto >>Exactly standard. >>Oh, how's that going? So Amazon's a partner, >>Amazon's a partner. Aw. Uh, Azure is a partner. Uh, we can run on top of essentially any, any one of the clouds out there >>They're enabling you to do that. Cuz they're they want to buy into security. >>Exactly. They want the benefit. Exactly. They want tell their customers, you can move anything to the cloud because we don't have any access to your data. This helps us, them essentially sell cloud >>A couple things around. Um, I want to ask about performance, but before I get to that, yep. It seems like this whole protective data thing has always been like a database thing. Not so much low level re resetting, if you will, it's almost a reset. It's not like just protect your data in the database. >>Oh yeah. Yes. It's different. Yes, exactly. It's funny because uh, you bring sort of the right exact right point. Really. You kind of think about where data can reside. There're essentially three locations. There's data at rest, which is essentially data in a database or file system. There's data in transit, which is data on the, you know, in the network. Yep. Uh, and then there's data use and the data and use piece is essentially when an application needs to process data, it has to decry it and load it completely in the clear, in memory in order to process it. Got it. And at that point, the data is not decade. This is why it's so hard for organizations to move data to the cloud or to run data and geographies where they're not, you know, they don't trust the government or don't trust the, the admins. >>So injecting some malware or vulnerability or attack in the workload while it's running is just another attack, vector. >>Exactly. Or just, or just stealing the data. If you, if you have access to the infrastructure, if you can run code, you can then just basically look in the memory and get all the data out of it. And, and to some extent, even the, the, the encryption keys you use for data, rest those keys, leaving the clear in memory. So even that hasn't been completely solved. Got it. Now that you have this component, you can finally solve, you know, solved our problem and protect the data regardless of where it resides. >>All right. So I gotta a performance question cause remember going, even back to the earlier encryption. Yeah. There's always overhead penalty. Yes. But cloud's a beautiful thing you can spend compute up and you're talking about now, the, the CPU vendors are kind of getting involved. >>Yes. Talk >>About the security, uh, how you mitigate that. Is it an issue? No issue. Why? Yeah, >>Actually, actually, uh, you talk about performance because I think this is a really, really great point. What's nice about this. Uh, and uh, this is why the, the, the, the sort of the benefit of the CPU vendors doing this performance has always essentially had two underlying issues. One is performance, as you mentioned. And the other one is ease of use. This is, this is sort of the, the piece we add to that. We make it super simple to use when you can take essentially any workload and run it securely on top of any, any one of these solutions and the performing thing, the, the heavy lifting is done by the hardware vendors themselves, which means there's a another, uh, chip next to the CPU that does all the heavy lifting encryption, which is very similar. I don't know if you remember the, uh, um, uh, the TLS, you know, the SL acceleration cards. Yeah. This was exactly the same thing. It was this, you know, chip outside the CPU. So it's not, uh, in the sort of the critical path that does all the heavy lifting. And this is what allowed, uh, TLS or HTB TTP HTTPS to become the default where you now protect every website. And this is sort of when security becomes transparent and there's no performance impact, like why, why would you use it for everything? >>It becomes a no brainer unless there's legacy baggage, right. >>In >>Dogma around use this approach, culture issue, or technical, right. Unwind those two, two things. So what's your a take on that? What's your react. Culture's easy. Just like, I think that's easy to fix. We want better security get on board or see you later. Exactly. Technical architecture could be an inhibitor. How do you see that is the blocker? How do you unwind that? How do you get that to >>Reset? So it's exactly the value that we bring to the table. We build a software stack to make it super simple. You don't need to, you know, you don't need to rewrite the application. You don't need to recompile, it's essentially security becoming a part of the infrastructure. You essentially have security as just a piece of the infrastructure that makes it super simple to get a no brainer. Yeah, exactly. The way, you know, TLS was it's. Yeah. We're a software vendor. >>All right. So how do I see it integrating with Amazon? It's gonna get into the chip level. They're enabling hooks for you. Exactly. That's how it works. >>So there's essentially the, uh, all the cloud vendors have enabled these technologies for Amazon it's yeah. It's essentially this hardware capability. We, we have access to it and we're a software layer on top of it to make it simple, similar to, again, what M VMware did for virtualization and what, um, some extent, this is what, uh, Microsoft has done for the CPU, what windows is right. Every time there's a new, really amazing hardware, hardware, uh, feature. You need a software sec on top of it to make it simple use. >>What's great about the cloud is, is that you kind of have that whole operating system mindset now being democratized across everything. Right. I mean, it's a systems thinking in software, right. With all the cap X of the cloud. Yes. And you're decoupled from it and you're riding on top of >>It. Exactly. >>It's an amazing opportunity as a co-founder or just if, if there was no cloud, how hard were this to be the two <laugh>, I mean, like almost impossible. Yep. So very cool. All right. Take a minute to explain what you guys are working on. How big is the company, what you guys are doing right now, you're hiring, you're looking for people funding, give a, give some, uh, give, give some, give a plug to the company. >>Sure. So, uh, we're, uh, we're a series B company, uh, lost, uh, raised 30 million from insight in the last round. Um, we're, uh, we're about 80 people right now. We're growing extremely aggressively. Um, mostly on the salsa and the cells go to market side just because of the demand that we're seeing in the market, but we're also growing on the engineering side. So again, if, uh, we're always happy to talk to >>Side about Palo Alto probably have remote teams, >>Uh, we're based in Palo Alto. So the, the, the, the sort of headquarters and most of the team is in Palo Alto, but yeah, we're very open to remote. We have now engineers in all across the us, and also outside the us as well, just because COVID made it sort of very easy to, to do >>That. Right. I mean, you got a good product, great idea, and a great opportunity. I mean, this is, you know, Dave LAN and I had at a VM world, I think it was like 2013. Now we're dating ourselves. <laugh> this is when we started covering AWS. Yep. He asked pat Gelsinger, it might have been 2015. Cause the CEO of VMware at the time. Yeah. Is security a Doover. Yep. And he's like, absolutely. And this is now happening. This is a security Mulligan, a redo over, this is what we need. Right. >>Exactly. And this is why, so, uh, we're part of a, uh, something called the confidential computing consortium, which essentially has all the large, all the, you know, the cloud vendors, the CPU vendors, VMware is a part of this as well. Basically the, this is sort of too big of a shift for these large organizations to ignore the, and uh, yeah. VMware is definitely going to have a, a part of >>This. Awesome. Well, congratulations. You guys are gonna probably be really huge or get bought out pretty quickly. <laugh> we're I think >>This, this is a huge, this is just a huge opportunity. We can become the VMware of security. So I think this is, you know, I'm hoping to stay independent. >>Yeah. Congratulations on a great venture. Love the idea. And again, every application should run this way. It's no, uh, if you can get that security built in yep. You gotta shield. Right. You wrap it up, probe it anywhere exactly made the best cloud >>Win. Exactly. Right. Exactly. >>And that's, what's gonna happen. That's >>That's >>Why I love the Silicon angle of Amazon Silicon play. Yes. As that Silicon gets better. >>Yes. >>It only helps this, these kinds of use cases. Right? >>Exactly. We, we, again, we, we leverage, we leverage these technologies and to some extent, this is, this is actually part of the, the value we talk to customers about, because this is sort of the cutting edge of technology and security. And this keeps evolving. As, as I mentioned in video, just announced their confidential GPS. We provide this layer on top of it where organizations don't have to go and kind of rebuild every application as this evolves and just use our people >>Who know me in the cube know I'm a Hawk when it comes to cybersecurity. I think the red line is people operating below the red line. And, and why should companies have to provision their own militia? Exactly. This is essentially the shield they can put up. Exactly. And not rely on the government who just know what they're doing. Exactly. >>So get exactly security should be easy. Should be, should be us everywhere. I >>Should you get a lot of banking customers, FinTech customers coming on board. Exactly. Right. Outta the gate. Yeah. Thanks for coming on the queue. Yeah. Appreciate. Thank you. Live coverage here. San Francisco, California. I'm John farrier with the cube. We'll be right back with more after this short break.

>>Hey everyone. Lisa Martin here with John farrier. Welcome to the women in tech global event, featuring international women's day. John, this is an exciting day, March 8th, 2022. How did this all get started? >>Well, we started it out when we realized there was more stories to be told with virtual, with COVID. The virtualization of virtual events allowed us to do more stories. So we've been on this new format where we're creating seasons and episodic events, meaning you can still do an event and do 30 interviews like we're doing here for international women's day from around the world. We could have done a hundred there's enough stories out there. There's thousands of stories out there that need to be told, need to be scaled. And so we're just scratching the surface. So we are just starting to do is celebrate international women's day with as many videos we could do in a week, which is 30 and be part of widths and Stanford here in California, as part of their events with Stanford. And we're going to continue with international women's day. >>It's the big celebration, it's the big day, but then when it's over, we're going to continue with more episodes. So this is technically, I guess, season one episode, one of the international women's community site portal is going to be open and open to everyone. Who's going to be a community vibe and, uh, we'll get sponsors, but overall it's about bringing people together, creating tribes, letting people form their own communities and hopefully, uh, making the world a better place and supporting the mission, which is a great mission. Diversity inclusion and equity is a big mission. Uh, it's good for everyone. Everyone wins. >>Everyone does win. What are some of the interesting conversations that you've had with our international women's day guests that really were poignant to you? >>Well, the, one of the things was interesting by region. They had different kind of, um, feelings. The Asia Pacific was heavily skewed on a lot of international diversity around culture. Latin America was just all cloud computing. For instance, I felt that to be very technical, uh, more than agents in the interviews. Um, um, more diversity I study in Asia Pacific and Amy. It was really interesting because you have a lot going on there right now in Europe. So, um, and I'll see from a technical standpoint, data sovereignty and sustainability are two big themes. So from a tech trend standpoint, it was really amazing leaders. We interviewed, um, from technical, uh, folks to analysts, to senior executives in the C-suite. So it really good mix of people in the program. Uh, for today, >>We also had a young girl that I had the chance to speak with her and her father. And it was such a lovely conversation cause it reminded me of my dad's relationship with me. But she was told in high school age, no, you can't do physics. No, you can't do computer science. So the parents pulled her out of school. And so the, and she's brand new in her career path. And it was so nice to hear, to see that, that family, the role models within the family saying she wants to do physics and computer science. Let's find a place for her to be able to do that and have her start being able to, to build her own personal board of directors. At the age of like 22, 23, >>We hit an entrepreneur down in New Zealand. I interviewed she was from indigenous area and she had no milk or food on the table. They were so poor. They could barely get food. She worked her way through it and went to school. Education was number when it goes, she was so persistent, she got her education. And now she's the CEO of an AI company, amazing person. And she's like, Hey, there's no wall I can't run through. So that attitude was just so refreshing. And that was a consistent this year and it wasn't an in your face. It was just more of we're here, we're kicking butt. So let's keep it going. So on the entrepreneurial side, I found that really awesome on the senior leadership side, it was very much, um, community oriented, very open about sharing their experiences and also being a sponsor. So you're going to hear a lot about breaking the bias, but it's also about sponsoring opportunities and then helping people get involved so that they can get understand biases because everyone brings biases to the table. So I personally learned a lot this, this, this, uh, event. >>Yeah. I think the, the light that was shined on the bias was incredibly important. You know, the break, the bias, as you said, is the theme of this year's international women's day. And I, and I asked everybody that I spoke with, what does that mean to you? And where do you think we are on that journey? A world free of bias and stereotypes and discrimination. Obviously we're not there yet, but a lot of the women talked about the fact that that light is shining brightly, that the awareness is there, that for diversity equity and inclusion and having that awareness, there is a great launching launching pad, if you will, for being able to make more progress on actually breaking the bias. >>Yeah. That was a great point. I would also say to add to that by saying a lot of comments were on the same theme of check your bias when you fall, you speak in meetings. And it was just a lot of like protocol tactical, uh, ways to do things like, think about other people in the room versus just barreling ahead. Most guys do that actually. Um, and so that was another instructful thing. I think the other thing too was is that there was, again, more and more sharing. I mean, we had one person that you interviewed, her name was Anne green. Yeah. She's doing her own series. Uh, we're content. She's interviewing people, she's being a mentor and sharing it through content, Manny theory of AWS in Singapore, she's in space and Aero science talking about how the satellites are helping in the Ukraine, give information to everyone on the ground, not just governments and that's helping democracy. And that she's really excited that that contributes to some good there. Um, and she fled from a town where it was bombed. She was in a war zone and she escaped and got educated. So education's a theme. Um, don't let anyone tell you, you can't do it. Uh, and don't think there's only one pathway, right? This is tons of opportunities for participating in the tech economy for good, uh, in, in, in tech. So those are the keys. >>That's always been one of my favorite themes when we do women in tech events, John is that there is no direct pathway necessarily. I always love understanding those stories, but this year, one of the things that also was really clear was that women feeling what can't I do. And that sentiment was really echoed throughout. I think everybody that I spoke with that there was no, can I do this? Why can't I Not confidence? Which is palpable. Even when you're doing an interview by zoom, you can feel it. You can be inspired by, >>Well, at least a year, you do all the, a lot of the interviews. You're the face I had, you know, step aside for you because you're amazing. But one of the things you, you get appreciate this and love to get your reaction. One of the things I observed this year was because it was international focus, there was huge cube demand to be come to their region. We had one of the guests that won from Bahrain. She's like, I'll do the cube here. I'll be the host. So I think there was a real appetite for this kind of open dialogue conversations where they want the cube to come to their area. And so I know anyone watching wants to be a cube host in those areas, let us know, um, we're open. And to me that was more refreshing. Cause you know, me, I always wanna see the cube global go everywhere. But this year people are actually turning on their own cameras. They're doing their own interviews. They're sharing content and content creates community and bonding. And that was the big experience I saw this year was a lot more user generated activity engagement with each other in the group. >>I think that may have even been a product of the last two years of the pandemic of people really understanding the importance of community and collaboration and that it can be done via if you're only limited to video, you can do that. You can build a community and grow it and foster it in that way and create the content that really helps support it. >>That's a great point. That's actually one of the guests said COVID polled the future forward and digital. We see the value and other on the cyber side, um, Sally, as I mentioned there, um, earlier who we interviewed before, she's a cyber policy analyst and she's so smart. She's like, yeah, this is putting fold forward. And people understand cyber now, cyber misinformation, cyber war, the role of working at home, being isolated versus community. These are core societal issues that need to be solved and it's not just code that solves them. So it's going to be solved by the community. And that's really, that was the key. One of the key messages. It was very refreshing. >>It was very refreshing. I always love hearing the stories. I, the more personal the story, the more real it is and the more opportunities I think that it unlocks for the audience watching. Yeah, >>I mean, we had one person said she did a project on the side. It's going to be your big initiative within Amazon. You know, Amazon, one of our sponsors has a slogan think big, but deep dive deep. And she took a project on about educating, um, young girls and young women. And it turned out to be basically a build lab inside schools. And it took off. It is so successful side project, side hustle gone, gone big. So again, sparks of creativity, innovation can come from anywhere. It's just great stories. >>Another thing that came up in several of the conversations that I had was the data, the data that support that organizations that have at least 30% females at the executive level are better performing organizations. They are more profitable as well. So it was fun to kind of call out if we're talking about data science, what not the data that supports why international women's day is what it is, why it's becoming even bigger than that and the importance of showcasing those voices so that she can be what she can see. >>Yeah. Amazing stories. I got to say it again. I think the virtual studios where we have now with the pandemic is going to give us much more opportunities to get those stories out. And Lisa, you've done an amazing job. Your interviews were awesome. Thank you. And we can do a hundred. We'll give you a hundred interviews a week. >>We can, are you setting me up? No, it was fun. The international influence this year was fun. I mean, I think I started one of my interview days at 6:00 AM and it was just exciting to be able to connect to different parts of the world and to hear these stories and for the cube to be able to be the platform that is sharing all of that >>And the diversity of the interviews itself and the diversity of the environments that for instance, in Asia Pacific and your are diverse areas and they see it it's much further along. They live it every day. They know the benefits. So that again, that was another aha moment for us, I think this year. >>So how many, how many segments do we have for international women's day John >>30 segments, uh, 32 counting our little segments here. So 32 interviews. Um, we're going to probably add a section on the site for people to submit stories like a directory, uh, this, a zillion things going on, women of web three, Sandy, Carter's putting on an event. I know there's a security called. She S she scarcity events, she security, uh, going on women in security. Um, there's tons of activities it's vibrant tomorrow. Today. It'll be very much bumping up. So we'll try to curate as much links as possible. >>Awesome. John has been great doing this program with you. I look forward to seeing the interviews and being inspired by the many, many stories. You're going to be watching the cubes coverage of women in tech global event, featuring international women's day for John furrier. I'm Lisa Martin. We'll see you soon.

>>Welcoming into the cubes presentation of AWS startup showcase open cloud innovations. This is season two episode one of the ongoing series covering exciting hot startups from the AWS ecosystem. Today's episode. One of season two theme is open source community and the open cloud innovations. I'm your host, John farrier of the cube. And today we're excited to be joined by Loris Dajani who is the C T O chief technology officer and founder of cystic found that in his backyard with some wine and beer. Great to see you. We're here to talk about Falco finding cloud threats in real time. Thank you for joining us, Laura. Thanks. Good to see you >>Love that your company was founded in your backyard. Classic startup story. You have been growing very, very fast. And the key point of the showcase is to talk about the startups that are making a difference and, and that are winning and doing well. You guys have done extremely well with your business. Congratulations, but thank you. The big theme is security and as organizations have moved their business critical applications to the cloud, the attackers have followed. This is Billy important in the industry. You guys are in the middle of this. What's your view on this? What's your take? What's your reaction? >>Yeah. As we, as a end ecosystem are moving to the cloud as more and more, we are developing cloud native applications. We relying on CACD. We are relying on orchestrations in containers. Security is becoming more and more important. And I would say more and more complex. I mean, we're reading every day in the news about attacks about data leaks and so on. There's rarely a day when there's nothing major happening and that we can see the press from this point of view. And definitely things are evolving. Things are changing in the cloud. In for example, Cisco just released a cloud native security and usage report a few days ago. And the mundane things that we found among our user base, for example, 60, 66% of containers are running as rude. So still many organizations adopting a relatively relaxed way to deploy their applications. Not because they like doing it, but because it tends to be, you know, easier and a little bit with a little bit less ration. >>We also found that that 27% of users unnecessary route access in the 73% of the cloud accounts, public has three buckets. This is all stuff that is all good, but can generate consequences when you make a mistake, like typically, you know, your data leaks, no, because of super sophisticated attacks, but because somebody in your organization forgets maybe some data on it on a public history bucket, or because some credentials that are not restrictive enough, maybe are leaked to another team member or, or, or a Gita, you know, repository or something like that. So is infrastructures and the software becomes a let's a more sophisticated and more automated. There's also at the same time, more risks and opportunities for misconfigurations that then tend to be, you know, very often the sewers of, of issues in the cloud. >>Yeah, those self-inflicted wounds definitely come up. We've seen people leaving S3 buckets open, you know, it's user error, but, you know, w w those are small little things that get taken care of pretty quickly. That's just hygiene. It's just discipline. You know, most of the sophisticated enterprises are moving way past that, but now they're adopting more cloud native, right. And as they get into the critical apps, securing them has been challenging. We've talked to many CEOs and CSOs, and they say that to us. Yeah. It's very challenging, but we're on it. I have to ask you, what should people worry about when secure in the cloud, because they know is challenging, then they'll have the opportunity on the other side, what are they worried about? What do you see people scared of or addressing, or what should I be worried about when securing the cloud? >>Yeah, definitely. Sometimes when I'm talking about the security, I like to compare, you know, the old data center in that the old monolithic applications to a castle, you know, in middle aged castle. So what, what did you do to protect your castle? You used to build very thick walls around it, and then a small entrance and be very careful about the entrance, you know, protect the entrance very well. So what we used to doing that, that data center was protect everything, you know, the, the whole perimeter in a very aggressive way with firewalls and making sure that there was only a very narrow entrance to our data center. And, you know, as much as possible, like active security there, like firewalls or this kind of stuff. Now we're in the cloud. Now, it's everything. Everything is much more diffused, right? Our users, our customers are coming from all over the planet, every country, every geography, every time, but also our internal team is coming from everywhere because they're all accessing a cloud environment. >>You know, they often from home for different offices, again, from every different geography, every different country. So in this configuration, the metaphor data that they like to use is an amusement park, right? You have a big area with many important things inside in the users and operators that are coming from different dangerous is that you cannot really block, you know, you need to let everything come in and in operate together in these kinds of environment, the traditional protection is not really effective. It's overwhelming. And it doesn't really serve the purpose that we need. We cannot build a giant water under our amusement park. We need people to come in. So what we're finding is that understanding, getting visibility and doing, if you Rheodyne is much more important. So it's more like we need to replace the big walls with a granular network of security cameras that allow us to see what's happening in the, in the different areas of our amusement park. And we need to be able to do that in a way that is real time and allows us to react in a smart way as things happen because in the modern world of cloud five minutes of delay in understanding that something is wrong, mean that you're ready being, you know, attacked and your data's already being >>Well. I also love the analogy of the amusement park. And of course, certain rides, you need to be a certain height to ride the rollercoaster that I guess, that's it credentials or security credentials, as we say, but in all seriousness, the perimeter is dead. We all know that also moats were relied upon as well in the old days, you know, you secure the firewall, nothing comes in, goes out, and then once you're in, you don't know what's going on. Now that's flipped. There's no walls, there's no moats everyone's in. And so you're saying this kind of security camera kind of model is key. So again, this topic here is securing real time. Yeah. How do you do that? Because it's happening so fast. It's moving. There's a lot of movement. It's not at rest there's data moving around fast. What's the secret sauce to making real identifying real-time threats in an enterprise. >>Yeah. And in, in our opinion, there are some key ingredients. One is a granularity, right? You cannot really understand the threats in your amusement park. If you're just watching these from, from a satellite picture. So you need to be there. You need to be granular. You need to be located in the, in the areas where stuff happens. This means, for example, in, in security for the clowning in runtime, security is important to whoever your sensors that are distributed, that are able to observe every single end point. Not only that, but you also need to look at the infrastructure, right? From this point of view, cloud providers like Amazon, for example, offer nice facilities. Like for example, there's CloudTrail in AWS that collects in a nice opinionated consistent way, the data that is coming from multiple cloud services. So it's important from one point of view, to go deep into, into the endpoint, into the processes, into what's executing, but also collect his information like the cultural information and being able to correlate it to there's no full security without covering all of the basics. >>So a security is a matter of both granularity and being able to go deep and understanding what every single item does, but also being able to go abroad and collect the right data, the right data sources and correlated. And then the real time is really critical. So decisions need to be taken as the data comes in. So the streaming nature of security engines is becoming more and more important. So the step one of course, security, especially cost security, posture management was very much let's ball. Once in a while, let's, let's involve the API and see what's happening. This is still important. Of course, you know, you need to have the basics covered, but more and more, the paradigm needs to change to, okay, the data is coming in second by second, instead of asking for the data manually, once in a while, second by second, there's the moment it arrives. You need to be able to detect, correlate, take decisions. And so, you know, machine learning is very important. Automation is very important. The rules that are coming from the community on a daily basis are, are very important. >>Let me ask you a question, cause I love this topic because it's a data problem at the same time. There's some network action going on. I love this idea of no perimeter. You're going to be monitoring anything, but there's been trade offs in the past, overhead involved, whether you're monitoring or putting probes in the network or the different, there's all kinds of different approaches. How does the new technology with cloud and machine learning change the dynamics of the kinds of approaches? Because it's kind of not old tech, but you the same similar concepts to network management, other things, what what's going on now that's different and what makes this possible today? >>Yeah, I think from the friction point of view, which is one very important topic here. So this needs to be deployed efficiently and easily in this transparency, transparent as possible, everywhere, everywhere to avoid blind spots and making sure that everything is scheduled in front. His point of view, it's very important to integrate with the orchestration is very important to make use of all of the facilities that Amazon provides in the it's very important to have a system that is deployed automatically and not manually. That is in particular, the only to avoid blind spots because it's manual deployment is employed. Somebody would forget, you know, to deploy where somewhere where it's important. And then from the performance point of view, very much, for example, with Falco, you know, our open source front-end security engine, we really took key design decisions at the beginning to make sure that the engine would be able to support in Paris, millions of events per second, with minimal overhead. >>You know, they're barely measure measurable overhead. When you want to design something like that, you know, that you need to accept some kind of trade-offs. You need to know that you need to maybe limit a little bit this expressiveness, you know, or what can be done, but ease of deployment and performance were more important goals here. And you know, it's not uncommon for us is Dave to have users of Farco or commercial customers that they have tens of thousands, hundreds of thousands of machines. You know, I said two machines and sometimes millions of containers. And in these environments, lightweight is key. You want death, but you want overhead to be really meaningful and >>Okay, so a amusement park, a lot of diverse applications. So integration, I get that orchestration brings back the Kubernetes angle a little bit and Falco and per overhead and performance cloud scale. So all these things are working in favor. If I get that right, is that, am I getting that right? You get the cloud scale, you get the integration and open. >>Yeah, exactly. Any like ingredients over SEP, you know, and that, and with these ingredients, it's possible to bake a, a recipe to, to have a plate better, can be more usable, more effective and more efficient. That may be the place that we're doing in the previous direction. >>Oh, so I've got to ask you about Falco because it's come up a lot. We talked about it on our cube conversations already on the internet. Check that out. And a great conversation there. You guys have close to 40 million plus million downloads of, of this. You have also 80 was far gate integration, so six, some significant traction. What does this mean? I mean, what is it telling us? Why is this successful? What are people doing with Falco? I see this as a leading indicator, and I know you guys were sponsoring the project, so congratulations and propelled your business, but there's something going on here. What does this as a leading indicator of? >>Yeah. And for, for the audience, Falco is the runtime security tool of the cloud native generation such. And so when we, the Falco, we were inspired by previous generation, for example, network intrusion detection, system tools, and a post protection tools and so on. But we created essentially a unique tool that would really be designed for the modern paradigm of containers, cloud CIC, and salt and Falco essentially is able to collect a bunch of brainer information from your applications that are running in the cloud and is a religion that is based on policies that are driven by the community, essentially that allow you to detect misconfigurations attacks and normals conditions in your cloud, in your cloud applications. Recently, we announced that the extension of Falco to support a cloud infrastructure and time security by parsing cloud logs, like cloud trail and so on. So now Falba can be used at the same time to protect the workloads that are running in virtual machines or containers. >>And also the cloud infrastructure to give the audience a couple of examples, focused, able to detect if somebody is running a shelf in a radius container, or if somebody is downloading a sensitive by, from an S3 bucket, all of these in real time with Falco, we decided to go really with CR study. This is Degas was one of the team members that started it, but we decided to go to the community right away, because this is one other ingredient. We are talking about the ingredients before, and there's not a successful modern security tool without being able to leverage the community and empower the community to contribute to it, to use it, to validate and so on. And that's also why we contributed Falco to the cloud native computing foundation. So that Falco is a CNCF tool and is blessed by many organizations. We are also partnering with many companies, including Amazon. Last year, we released that far gate support for Falco. And that was done is a project that was done in cooperation with Amazon, so that we could have strong runtime security for the containers that are running in. >>Well, I've got to say, first of all, congratulations. And I think that's a bold move to donate or not donate contribute to the open source community because you're enabling a lot of people to do great things. And some people might be scared. They think they might be foreclosing and beneficial in the future, but in the reality, that is the new business model open source. So I think that's worth calling out and congratulations. This is the new commercial open source paradigm. And it kind of leads into my last question, which is why is security well-positioned to benefit from open source besides the fact that the new model of getting people enabled and getting scale and getting standards like you're doing, makes everybody win. And again, that's a community model. That's not a proprietary approach. So again, source again, big part of this. Why was security benefit from opensource? >>I am a strong believer. I mean, we are in a better, we could say we are in a war, right? The good guys versus the bad guys. The internet is full of bad guys. And these bad guys are coordinated, are motivated, are sometimes we'll find it. And we'll equip. We win only if we fight this war as a community. So the old paradigm of vendors building their own Eva towers, you know, their own self-contained ecosystems and that the us as users as, as, as customers, every many different, you know, environments that don't communicate with each other, just doesn't take advantage of our capabilities. Our strength is as a community. So we are much stronger against the big guys and we have a much better chance doing when this war, if we adopt a paradigm that allows us to work together. Think only about for example, I don't know, companies any to train, you know, the workforce on the security best practices on the security tools. >>It's much better to standardize on something, build the stack that is accepted by everybody and tell it can focus on learning the stack and becoming a master of the steak rounded rather than every single organization naming the different tool. And, and then B it's very hard to attract talent and to have the right, you know, people that can help you with, with your issues in, in, in, in, in, with your goals. So the future of security is going to be open source. I'm a strong believer in that, and we'll see more and more examples like Falco of initiatives that really start with, with the community and for the community. >>Like we always say an open, open winds, always turn the lights on, put the code out there. And I think, I think the community model is winning. Congratulations, Loris Dajani CTO and founder of SIS dig congratulatory success. And thank you for coming on the cube for the ADB startup showcase open cloud innovations. Thanks for coming on. Okay. Is the cube stay with us all day long every day with the cube, check us out the cube.net. I'm John furrier. Thanks for watching.

>>Here you are new. Welcome back to the cubes. Continuing coverage of AWS reinvent 2021 live from Las Vegas. Lisa Martin, with John farrier, John, we have two live sets. There's a dueling set right across from us two remote studios over 100 guests on the cube at AWS reinvent 2021. Been great. We've had great conversations. We're talking about the next generation of cloud innovation and we're pleased to welcome one of our alumni back to the program. Lisa Bernays here, the CEO and co-founder of D L Z P group. Lisa. Welcome. >>Hi, thank you. I appreciate the opportunity to be here with you and John. It's a great opportunity >>And John's lucky he gets to lease us for the price of London. One second. Talk to me about da DLDP. This is a woman and minority owned company. Congratulations. That's awesome. But talk to us about your organization and then we'll kind of dig into your partnership with AWS. >>Sure. So DLC P group, we found it in 2012. Um, and for us, we were at the time we were just looking for a way to offer a value added service to our customers. We wanted to always make sure that we were giving them the best quality, but what I also wanted to do is I wanted to create an environment for my employees, where they felt valued, and we kind of built these core values back then about respect, flat hierarchy, um, team, team learning, mentorship, and we incorporated, so everybody can do this remotely from around the world. So we've always made sure that our employees and customers are getting the best value. >>Well, what kind of customers, what target market, what kind of customers do you guys work with? >>Well, we've actually made sure that we're diverse. We make sure that we have 50% in public sector and 50% in private sector, but it's been very, very interesting journey for us because once we started one sec, like we started with cities and then a number of cities started contacting us to do more business. So it's always been this hurdle to make sure we're diverse enough to make sure we offer the best solutions. >>And you jumped in with AWS back in 2012 when most folks were still to your point. I saw your interview earlier this summer, thinking about Amazon as a bookstore, why a debit? What did you see as the opportunity back in 2012 with them? >>Well, when we first heard about AWS, my first thought is, well, it's amazon.com. What is AWS? And then once we started talking to them, we saw the capabilities and the potential there. We saw what it could do. So we partnered with them to actually have the first working PeopleSoft customer on AWS. So that's a large ERP application and that helped build the foundation to prove what could actually run on the cloud. And since then, we've been able to prove so much more about the technology and what AWS is accomplishing. >>Was it a hard sell back in the day? >>It was a little bit hard, but it was interesting because we were speaking with one of our customers they're on premise and they're like, well, you know, we're going to have to re do a whole data center. We're talking about millions of dollars. We don't really have the budget to redo this. And that's when we're like, well, we have this great partnership with Amazon. We think this would be the perfect opportunity to let you try the cloud and see how successful it was. >>At least I want to point out you got your, one of the Pathfinders that Adams Leschi pointed out because back in 2012, getting PeopleSoft onto the cloud, which is really big effort, but that's what everyone's doing now. I just saw the news here. SAP is running their application on graviton too, right? So you start to see and public sector during the pandemic, we saw a ton of connect. So you were really on this whole ERP. ERP is our big applications. It's not small, but now it's, everyone's kind of going that way. What's the current, uh, you feel how you feel about that one? And what's the current update relative to the kind of projects you got going on? >>Well, we've, we've evolved quite a bit. I mean, PeopleSoft is always going to be in our DNA. A lot of my employees are ex or Oracle employees. They have developed a lot of the foundations for PeopleSoft, but since then, like we've worked with serverless technology when that was released a number of years ago, we, we asked our team, okay, AWS just talked about Lambda, serverless technology, go figure out what is the best solution. We ended up running ours, our website serverless. We were one of the first. And from that, we brought our website costs down from hundreds of dollars to pennies a month. So it's a huge savings. And then we started, um, about two years ago, we spoke with our utility company. Um, there were saying how with machine learning, they were only going to be able to get a 75% accuracy for their wind turbines. And we said, well, let us take a shot at it. We have some great solutions on AWS that we think might work. We were able to redo their algorithm using AWS cloud native tools, open source data to get a 97 to 99% accuracy on a daily basis. And that saves them millions of dollars each day. >>Don's right. And as Adam was saying with some of the folks, customers, he was highlighting on main stage the other day, you are a Pathfinder. How did you get the confidence? Especially as a female minority owned business. I'd love to just get maybe for some of those younger viewers out there. How did you get the confidence to, you know what? I think we can do this. >>I think for me, I, I, I don't like to take no for an answer. There's always a solution. So we're always looking at technology, seeing how we can use it to get a better answer. >>What do you think about reinvent this year? A lot of goodies here every year, there's always new creative juices flowing because it's a learning conference, but it's also feels like a futuristic kind of conference. What's your take this year? >>I don't know if you happen to attend midnight madness when they were talking about robotics and the future with that. I mean, we've been talking about that for a number of years of what could be created with robotics. Like even my son back in middle school was talking about creating a robot Butler. He just, everybody knows what the future is. And it's so great that we finally have the foundation in technology to be able to create these >>Well, if you're someone that doesn't like to say, no, does your son actually have a robot Butler these >>Days? He's still working on it. >>That's a good answer to say, Hey, sorry, your mom's not going to be there to get the robot. The latency thing. This is the robot. First of all, we'd love the robotics, I think is huge. We just had George on who's the fraught PM for ECE to edge and late, the wavelength stuff looks really promising for the robotics stuff. Super exciting. >>Yes. We can't wait to start playing with it more. I mean, it's something that our team has been dabbling. We spent probably about 30% of our time on R and D. So we're looking at the future and what we can invent next because >>You guys can affect such dramatic changes for customers. You talked about that wind turbine customer going from 75% accuracy to 97, 90 8%. Where are your customer conversations? Cause that's, is, are they at the C level with showing organizations that dramatic reduction in costs and workforce productivity increased that they can get? >>We talk with everyone it's it could be the solution architect. It could be an intern. It could, and we're just sharing our ideas with them. And we also talk with the C level. Um, it's just, it's everybody is interested in and they have different, different ideas that they want to share. So with the solution architect, we can share with them the code and how we're going to architect it. While the C level, we just pointed out black and white, this is your cost. Now this is what your cost is going to be. And everybody is happy. They, they jump on board with it. >>Lisa, you mentioned 30% R and D by the way, it's awesome. By the way, that's well above most averages, what are you working on? Because I totally think companies should have a big R and D play around budget, get a sandbox, going get some tinkering. Cause you never know where the real discoveries we had. David Brown who runs NC to nitro, came out of a card on the network. So you'd never know where the next innovation comes from. What's the, what are you guys doing for R and D? What's the fun projects are what endeavors. >>So there's two of them. One is actually a product, which is a little bit out of our comfort zone, but we're, we're, we're looking to develop something that will be able to help, um, NASA. So that's the goal where, you know, we've been working on it since they released their ma their mission to Mars projection. So it's something that we're very passionate about, but then we're also building a software. Uh, we've been working on it for about three years now and we actually have two customers prototyping it. So we're hoping to be able to launch it to the public within the next year. >>You mentioned NASA and I just about jumped out of my chair. That was my first job out of grad school was really the space program. Can you tell us a little bit more about what you're helping them do? I love how forward-thinking that they are, obviously they always have been, but tell me a little bit more about that. >>So I can't share too much because it's one of those things is a common sense thing. Once you think about a little bit more, it's kind of like why didn't anybody never think about this? So we're using new technology and old technology together to combine the solution. >>Ooh, I can't wait to learn more. Talk to us about these. Think big for small business TB SB program at AWS. How long have you guys been a part of that and what is it enabling? What is it going to enable you to do in 2022? So >>The think big for small business program was the brainchild is Sandy Carter. And I am always, always going to be grateful to her. Um, I met with her in 2019. I shared her journey, our journey with her about how we started out being a premier partner and then over time, because there's so many other partners, we were downgraded. And because just because we're a small business, and even if I had every employee, even my admin staff certified, we would never have enough employees to be to the next level, even though we had the customers, the references. So she listened to us and other small businesses and created the program. And it's been a great opportunity for us because we're, we're gaining access to capital, you know, funding for opportunities. We're getting resources for training. So it, for us, it's been a huge advantage. >>It sounds like a part of that AWS flywheel that we always talk about. John Sandy Carter being one of our famous Cuba alumni. She was just on yesterday with you. Okay. >>And there's so many opportunities for all businesses because you can, you can tackle these problems. You don't have to be a large partner. You can have specialty in AI works really well in these specialized environments. And even technically single-threaded multithreaded applications, which is a technical CS term is actually better to have a single threaded. If you have too many cores, it's actually bad technically. So the world's changing like big time on how technology. So I'm a huge fan of the program. And I think like it's just one of those things where people can get it from cloud and be successful. >>Yes. And that's the goal. I mean, there is so much opportunity in the cloud and we bring interns on all the time, just so they can learn. And what, what resonated with me the most was we brought a high school senior in, he goes, I was with you guys for three months. I learned more in three months, I did four years of high school. And he's like, you set me up for the future. >>Oh my gosh. If there's not validation for you doing in that statement alone. My goodness. Well, you know, some of the things that, that are so many exciting announcements that have come out of this reinvent, so great to be back in person one. Um, but also, you know, being able to help AWS customers become data companies. Because as we were been talking about the last couple of days, every company has to be a data company. You gotta figure it out. If you're, if you haven't by now, there's a competitor right back here, who's ready to take your spot. Talk to us about what excites you about enabling companies to become data companies as we head into 2020. >>Well, for us, everybody has so much data nowadays. You know, I mean even think about cell phones, how much data is stored in that. So each device has so much information, but what do you do with it? So it's great because a lot of these companies are trying to figure out what, how can we use this data to prove that improve the experience for our customers? So that's where we've been coming in and showing them, okay, well, you can take that data. You look at Lisa and John cell phone. You see that they, they love to look up where they're going to go on their next vacation. You can start creating algorithms to make sure that they get the best experience one for the next vacation to make sure it's not a won't Rob the bank. >>Awesome. And going on vacation tomorrow. So I'll be, I'll be expecting some help from you on that. It's been great to have you on the program. Yeah. Congratulations on the success, the partnership, and where can folks go if if young or old years are watching and are interested in working with you, it's the website where they, where can they go to learn more >>Information? So they can go to D L Z P group.com >>DLZ P group.com. Awesome. Lisa, thanks so much for coming back on the program. Great >>To see you. Thank you so much. All >>Right. For John furrier, I'm Lisa Martin and you're watching the cube, the global leader in live tech coverage.

(upbeat music) >> Despite its 70 to $80 billion total available market, computer storage is like a small town, everybody knows everybody else. We say in the storage world, there are a hundred people, and 99 seats. Infinidat is a company that was founded in 2011 by storage legend, Moshe Yanai. The company is known for building products with rock solid availability, simplicity, and a passion for white glove service, and client satisfaction. Company went through a leadership change recently, in early this year, appointed industry vet, Phil Bullinger, as CEO. It's making more moves, bringing on longtime storage sales exec, Richard Bradbury, to run EMEA, and APJ Go-To-Market. And just recently appointed marketing maven, Eric Hertzog to be CMO. Hertzog has worked at numerous companies, ranging from startups that were acquired, two stints at IBM, and is SVP of product marketing and management at Storage Powerhouse, EMC, among others. Hertzog has been named CMO of the year as an OnCon Icon, and top 100 influencer in big data, AI, and also hybrid cloud, along with yours truly, if I may say so. Joining me today, is the newly minted CMO of Infinidat, Mr.Eric Hertzog. Good to see you, Eric, thanks for coming on. >> Dave, thank you very much. You know, we love being on theCUBE, and I am of course sporting my Infinidat logo wear already, even though I've only been on the job for two weeks. >> Dude, no Hawaiian shirt, okay. That's a pretty buttoned up company. >> Well, next time, I'll have a Hawaiian shirt, don't worry. >> Okay, so give us the backstory, how did this all come about? you know Phil, my 99 seat joke, but, how did it come about? Tell us that story. >> So, I have known Phil since the late 90s, when he was a VP at LSA of Engineering, and he had... I was working at a company called Milax, which was acquired by IBM. And we were doing a product for HP, and he was providing the subsystem, and we were providing the fiber to fiber, and fiber to SCSI array controllers back in the day. So I met him then, we kept in touch for years. And then when I was a senior VP at EMC, he started originally as VP of engineering for the EMC Isilon team. And then he became the general manager. So, while I didn't work for him, I worked with him, A, at LSA, and then again at EMC. So I just happened to congratulate him about some award he won, and he said "Hey Herzog, "we should talk, I have a CMO opening". So literally happened over LinkedIn discussion, where I reached out to him, and congratulate him, he said "Hey, I need a CMO, let's talk". So, the whole thing took about three weeks in all honesty. And that included interviewing with other members of his exec staff. >> That's awesome, that's right, he was running the Isilon division for awhile at the EMC. >> Right. >> You guys were there, and of course, you talk about Milax, LSA, there was a period of time where, you guys were making subsystems for everybody. So, you sort of saw the whole landscape. So, you got some serious storage history and chops. So, I want to ask you what attracted you to Infinidat. I mean, obviously they're a leader in the magic quadrant. We know about InfiniBox, and the petabyte scale, and the low latency, what are the... When you look at the market, you obviously you see it, you talk to everybody. What were the trends that were driving your decision to join Infinidat? >> Well, a couple of things. First of all, as you know, and you guys have talked about it on theCUBE, most CIOs don't know anything about storage, other than they know a guy got to spend money on it. So the Infinidat message of optimizing applications, workloads, and use cases with 100% guaranteed availability, unmatched reliability, the set and forget ease of use, which obviously AIOps is driving that, and overall IT operations management was very attractive. And then on top of that, the reality is, when you do that consolidation, which Infinidat can do, because of the performance that it has, you can dramatically free up rack, stack, power, floor, and operational manpower by literally getting rid of, tons and tons of arrays. There's one customer that they have, you actually... I found out when I got here, they took out a hundred arrays from EMC Hitachi. And that company now has 20 InfiniBoxes, and InfiniBox SSAs running the exact same workloads that used to be, well over a hundred subsystems from the other players. So, that's got a performance angle, a CapEx and OPEX angle, and then even a clean energy angle because reducing Watson slots. So, lots of different advantages there. And then I think from just a pure marketing perspective, as someone has said, they're the best kept secret to the storage industry. And so you need to, if you will, amp up the message, get it out. They've expanded the portfolio with the InfiniBox SSA, the InfiniGuard product, which is really optimized, not only as the PBA for backup perspective, and it works with all the backup vendors, but also, has an incredible play on data and cyber resilience with their capability of local logical air gapping, remote logical air gapping, and creating a clean room, if you will, a vault, so that you can then recover their review for malware ransomware before you do a full recovery. So it's got the right solutions, just that most people didn't know who they were. So, between the relationship with Phil, and the real opportunity that this company could skyrocket. In fact, we have 35 job openings right now, right now. >> Wow, okay, so yeah, I think it was Duplessy called them the best kept secret, he's not the only one. And so that brings us to you, and your mission because it's true, it is the best kept secret. You're a leader in the Gartner magic quadrant, but I mean, if you're not a leader in a Gartner magic quadrant, you're kind of nobody in storage. And so, but you got chops and block storage. You talked about the consolidation story, and I've talked to many folks in Infinidat about that. Ken Steinhardt rest his soul, Dr. Rico, good business friend, about, you know... So, that play and how you handle the whole blast radius. And that's always a great discussion, and Infinidat has proven that it can operate at very very high performance, low latency, petabyte scale. So how do you get the word out? What's your mission? >> Well, so we're going to do a couple of things. We're going to be very, very tied to the channel as you know, EMC, Dell EMC, and these are articles that have been in CRN, and other channel publications is pulling back from the channel, letting go of channel managers, and there's been a lot of conflict. So, we're going to embrace the channel. We already do well over 90% of our business within general globally. So, we're doing that. In fact, I am meeting, personally, next week with five different CEOs of channel partners. Of which, only one of them is doing business with Infinidat now. So, we want to expand our channel, and leverage the channel, take advantage of these changes in the channel. We are going to be increasing our presence in the public relations area. The work we do with all the industry analysts, not just in North America, but in Europe as well, and Asia. We're going to amp up, of course, our social media effort, both of us, of course, having been named some of the best social media guys in the world the last couple of years. So, we're going to open that up. And then, obviously, increase our demand generation activities as well. So, we're going to make sure that we leverage what we do, and deliver that message to the world. Deliver it to the partner base, so the partners can take advantage, and make good margin and revenue, but delivering products that really meet the needs of the customers while saving them dramatically on CapEx and OPEX. So, the partner wins, and the end user wins. And that's the best scenario you can do when you're leveraging the channel to help you grow your business. >> So you're not only just the marketing guy, I mean, you know product, you ran product management at very senior levels. So, you could... You're like a walking spec sheet, John Farrier says you could just rattle it off. Already impressed that how much you know about Infinidat, but when you joined EMC, it was almost like, there was too many products, right? When you joined IBM, even though it had a big portfolio, it's like it didn't have enough relevant products. And you had to sort of deal with that. How do you feel about the product portfolio at Infinidat? >> Well, for us, it's right in the perfect niche. Enterprise class, AI based software defined storage technologies that happens run on a hybrid array, an all flash array, has a variant that's really tuned towards modern data protection, including data and cyber resilience. So, with those three elements of the portfolio, which by the way, all have a common architecture. So while there are three different solutions, all common architecture. So if you know how to use the InfiniBox, you can easily use an InfiniGuard. You got an InfiniGuard, you can easily use an InfiniBox SSA. So the capability of doing that, helps reduce operational manpower and hence, of course, OPEX. So the story is strong technically, the story has a strong business tie in. So part of the thing you have to do in marketing these days. Yeah, we both been around. So you could just talk about IOPS, and latency, and bandwidth. And if the people didn't... If the CIO didn't know what that meant, so what? But the world has changed on the expenditure of infrastructure. If you don't have seamless integration with hybrid cloud, virtual environments and containers, which Infinidat can do all that, then you're not relevant from a CIO perspective. And obviously with many workloads moving to the cloud, you've got to have this infrastructure that supports core edge and cloud, the virtualization layer, and of course, the container layer across a hybrid environment. And we can do that with all three of these solutions. Yet, with a common underlying software defined storage architecture. So it makes the technical story very powerful. Then you turn that into business benefit, CapEX, OPEX, the operational manpower, unmatched availability, which is obviously a big deal these days, unmatched performance, everybody wants their SAP workload or their Oracle or Mongo Cassandra to be, instantaneous from the app perspective. Excuse me. And we can do that. And that's the kind of thing that... My job is to translate that from that technical value into the business value, that can be appreciated by the CIO, by the CSO, by the VP of software development, who then says to VP of industry, that Infinidat stuff, we actually need that for our SAP workload, or wow, for our overall corporate cybersecurity strategy, the CSO says, the key element of the storage part of that overall corporate cybersecurity strategy are those Infinidat guys with their great cyber and data resilience. And that's the kind of thing that my job, and my team's job to work on to get the market to understand and appreciate that business value that the underlying technology delivers. >> So the other thing, the interesting thing about Infinidat. This was always a source of spirited discussions over the years with business friends from Infinidat was the company figured out a way, it was formed in 2011, and at the time the strategy perfectly reasonable to say, okay, let's build a better box. And the way they approached that from a cost standpoint was you were able to get the most out of spinning disk. Everybody else was moving to flash, of course, floyers work a big flash, all flash data center, etc, etc. But Infinidat with its memory cache and its architecture, and its algorithms was able to figure out how to magically get equivalent or better performance in an all flash array out of a system that had a lot of spinning disks, which is I think unique. I mean, I know it's unique, very rare anyway. And so that was kind of interesting, but at the time it made sense, to go after a big market with a better mouse trap. Now, if I were starting a company today, I might take a different approach, I might try to build, a storage cloud or something like that. Or if I had a huge install base that I was trying to protect, and maybe go into that. But so what's the strategy? You still got huge share gain potentials for on-prem is that the vector? You mentioned hybrid cloud, what's the cloud strategy? Maybe you could summarize your thoughts on that? >> Sure, so the cloud strategy, is first of all, seamless integration to hybrid cloud environments. For example, we support Outpost as an example. Second thing, you'd be surprised at the number of cloud providers that actually use us as their backend, either for their primary storage, or for their secondary storage. So, we've got some of the largest hyperscalers in the world. For example, one of the Telcos has 150 Infiniboxes, InfiniBox SSAS and InfiniGuards. 150 running one of the largest Telcos on the planet. And a huge percentage of that is their corporate cloud effort where they're going in and saying, don't use Amazon or Azure, why don't you use us the giant Telco? So we've got that angle. We've got a ton of mid-sized cloud providers all over the world that their backup is our servers, or their primary storage that they offer is built on top of Infiniboxes or InfiniBox SSA. So, the cloud strategy is one to arm the hyperscalers, both big, medium, and small with what they need to provide the right end user services with the right outside SLAs. And the second thing is to have that hybrid cloud integration capability. For example, when I talked about InfiniGuard, we can do air gapping locally to give almost instantaneous recovery, but at the same time, if there's an earthquake in California or a tornado in Kansas City, or a tsunami in Singapore, you've got to have that remote air gapping capability, which InfiniGuard can do. Which of course, is essentially that logical air gap remote is basically a cloud strategy. So, we can do all of that. That's why it has a cloud strategy play. And again we have a number of public references in the cloud, US signal and others, where they talk about why they use the InfiniBox, and our technologies to offer their storage cloud services based on our platform. >> Okay, so I got to ask you, so you've mentioned earthquakes, a lot of earthquakes in California, dangerous place to live, US headquarters is in Waltham, we're going to pry you out of the Golden State? >> Let's see, I was born at Stanford hospital where my parents met when they were going there. I've never lived anywhere, but here. And of course, remember when I was working for EMC, I flew out every week, and I sort of lived at that Milford Courtyard Marriott. So I'll be out a lot, but I will not be moving, I'm a Silicon Valley guy, just like that old book, the Silicon Valley Guy from the old days, that's me. >> Yeah, the hotels in Waltham are a little better, but... So, what's your priority? Last question. What's the priority first 100 days? Where's your focus? >> Number one priority is team assessment and integration of the team across the other teams. One of the things I noticed about Infinidat, which is a little unusual, is there sometimes are silos and having done seven other small companies and startups, in a startup or a small company, you usually don't see that silo-ness, So we have to break down those walls. And by the way, we've been incredibly successful, even with the silos, imagine if everybody realized that business is a team sport. And so, we're going to do that, and do heavy levels of integration. We've already started to do an incredible outreach program to the press and to partners. We won a couple awards recently, we're up for two more awards in Europe, the SDC Awards, and one of the channel publications is going to give us an award next week. So yeah, we're amping up that sort of thing that we can leverage and extend. Both in the short term, but also, of course, across a longer term strategy. So, those are the things we're going to do first, and yeah, we're going to be rolling into, of course, 2022. So we've got a lot of work we're doing, as I mentioned, I'm meeting, five partners, CEOs, and only one of them is doing business with us now. So we want to get those partners to kick off January with us presenting at their sales kickoff, going "We are going with Infinidat "as one of our strong storage providers". So, we're doing all that upfront work in the first 100 days, so we can kick off Q1 with a real bang. >> Love the channel story, and you're a good guy to do that. And you mentioned the silos, correct me if I'm wrong, but Infinidat does a lot of business in overseas. A lot of business in Europe, obviously the affinity to the engineering, a lot of the engineering work that's going on in Israel, but that's by its very nature, stovepipe. Most startups start in the US, big market NFL cities, and then sort of go overseas. It's almost like Infinidat sort of simultaneously grew it's overseas business, and it's US business. >> Well, and we've got customers everywhere. We've got them in South Africa, all over Europe, Middle East. We have six very large customers in India, and a number of large customers in Japan. So we have a sales team all over the world. As you mentioned, our white glove service includes not only our field systems engineers, but we have a professional services group. We've actually written custom software for several customers. In fact, I was on the forecast meeting earlier today, and one of the comments that was made for someone who's going to give us a PO. So, the sales guy was saying, part of the reason we're getting the PO is we did some professional services work last quarter, and the CIO called and said, I can't believe it. And what CIO calls up a storage company these days, but the CIO called him and said "I can't believe the work you did. We're going to buy some more stuff this quarter". So that white glove service, our technical account managers to go along with the field sales SEs and this professional service is pretty unusual in a small company to have that level of, as you mentioned yourself, white glove service, when the company is so small. And that's been a real hidden gem for this company, and will continue to be so. >> Well, Eric, congratulations on the appointment, the new role, excited to see what you do, and how you craft the story, the strategy. And we've been following Infinidat since, sort of day zero and I really wish you the best. >> Great, well, thank you very much. Always appreciate theCUBE. And trust me, Dave, next time I will have my famous Hawaiian shirt. >> Ah, I can't wait. All right, thanks to Eric, and thank you for watching everybody. This is Dave Vellante for theCUBE, and we'll see you next time. (bright upbeat music)

>>Hello, and welcome back to the cubes coverage of coop con cloud native con 2021. We're here in person at a real event. I'm John farrier host of the cube, but Dave Nicholson, Michael has got great guests here. Two founders of brand new startup, one week old cable on ASCII and Dave Lawrence, uh, with chain guard, former Google employees, open source community members decided to start a company with five other people on total five total. Congratulations. Welcome to the cube. >>Thank you. Thank you for >>Having us. So tell us like a product, you know, we know you don't have a price. So take us through the story because this is one of those rare moments. We got great chance to chat with you guys just a week into the new forms company and the team. What's the focus, what's the vision. >>How far back do you want to go with this story >>And why you left Google? So, you know, we're a gin and tonics. We get a couple of beers I can do that. We can do that. Let's just take over the world. >>Yeah. So we both been at Google, uh, for awhile. Um, the last couple of years we've been really worried about and focused on open-source security risk and supply chain security in general and software. Um, it's been a really interesting time as you probably noticed, uh, to be in that space, but it wasn't that interesting two years ago or even a year and a half ago. Um, so we were doing a bunch of this work at Google and the open source. Nobody really understood it. People kind of looked at us funny at talks and conferences. Um, and then beginning of this year, a bunch of attacks started happening, uh, things in the headlines like solar winds, solar winds attack, like you say, it attack all these different ransomware things happening. Uh, companies and governments are getting hit with supply chain attacks. So overnight people kind of started caring and being really worried about the stuff that we've been doing for a while. So it was a pretty cool thing to be a part of. And it seemed like a good time to start a company and keep your >>Reaction to this startup. How do you honestly feel, I suppose, feeling super excited. Yeah. >>I am really excited. I was in stars before Google. So then I went to Google where there for seven, I guess, Dan, a little bit longer, but I was there for seven years on the product side. And then yeah, we, we, the open source stuff, we were really there for protecting Google and we both came from cloud before that working on enterprise product. So then sorta just saw the opportunity, you know, while these companies trying to scramble and then sort of figure out how to better secure themselves. So it seemed like a perfect, >>The start-up bug and you back in the start up, but it's the timing's perfect. I got to say, this is a big conversation supply chain from whether it's components and software now, huge attack vector, people are taking advantage of it super important. So I'm really glad you're doing it. But first explain to the folks watching what is supply chain software? What's the challenge? What is the, what is the supply chain security challenge or problem? >>Sure. Yeah, it's the metaphor of software supply chain. It's just like physical supply chain. That's where the name came from. And it, it really comes down to how the code gets from your team's keyboard, your team's fingers on those keyboards into your production environment. Um, and that's just the first level of it. Uh, cause nobody writes all of the code. They use themselves. We're here at cloud native con it's hundreds of open source vendors, hundreds of open libraries that people are reusing. So your, your trust, uh, radius and your attack radius extends to not just your own companies, your own developers, but to everyone at this conference. And then everyone that they rely on all the way out. Uh, it's quite terrifying. It's a surface, the surface area explode pretty quickly >>And people are going and the, and the targeting to, because everyone's touching the code, it's open. It's a lot of action going on. How do you solve the problem? What is the approach? What's the mindset? What's the vision on the problems solving solutions? >>Yeah, that's a great question. I mean, I think like you said, the first step is awareness. Like Dan's been laughing, he's been, he felt like a crazy guy in the corner saying, you know, stop building software underneath your desk and you know, getting companies, >>Hey, we didn't do, why don't you tell them? I was telling him for five years. >>Yeah. But, but I think one of his go-to lines was like, would you pick up a thumb drive off the side of the street and plug it into your computer? Probably not. But when you download, you know, an open source package or something, that's actually can give you more privileges and production environments and it's so it's pretty scary. Um, so I think, you know, for the last few years we've been working on a number of open source projects in this space. And so I think that's where we're going to start is we're going to look at those and then try to grow out the community. And we're, we're watching companies, even like solar winds, trying to piece these parts together, um, and really come up with a better solution for themselves. >>Are there existing community initiatives or open source efforts that are underway that you plan to participate in or you chart? Are you thinking of charting a new >>Path? >>Oh, it's that looks like, uh, Thomas. Yeah, the, the SIG store project we kicked off back in March, if you've covered that or familiar with that at all. But we kicked that off back in March of 2021 kind of officially we'd look at code for awhile before then the idea there was to kind of do what let's encrypted, uh, for browsers and Webster, um, security, but for code signing and open source security. So we've always been able to get code signing certificates, but nobody's really using them because they're expensive. They're complicated, just like less encrypted for CAS. They made a free one that was automated and easy to use for developers. And now people do without thinking about it in six stores, we tried to do the same thing for open source and just because of the headlines that were happening and all of the attacks, the momentum has just been incredible. >>Is it a problem that people just have to just get on board with a certain platform or tool or people have too many tools, they abandoned them there, their focus shifts is there. Why what's the, what's the main problem right now? >>Well, I think, you know, part of the problem is just having the tools easy enough for developers are going to want to use them and it's not going to get in our way. I think that's going to be a core piece of our company is really nailing down the developer experience and these toolings and like the co-sign part of SIG store that he was explaining, like it's literally one command line to sign, um, a package, assign a container and then one line to verify on the other side. And then these organizations can put together sort of policies around who they trust and their system like today it's completely black box. They have no idea what they're running and takes a re >>You have to vape to rethink and redo everything pretty much if they want to do it right. If they just kind of fixing the old Europe's sold next solar with basically. >>Yeah. And that's why we're here at cloud native con when people are, you know, the timing is perfect because people are already rethinking how their software gets built as they move it into containers and as they move it into Kubernetes. So it's a perfect opportunity to not just shift to Kubernetes, but to fix the way you build software from this, >>What'd you say is the most prevalent change mindset change of developers. Now, if you had to kind of, kind of look at it and say, okay, current state-of-the-art mindset of a developer versus say a few years ago, is it just that they're doing things modularly with more people? Or is it more new approaches? Is there a, is there a, >>I think it's just paying attention to your building release process and taking it seriously. This has been a theme for, since I've been in software, but you have these very fancy production data centers with physical security and all these levels of, uh, Preston prevention and making sure you can't get in there, but then you've got a Jenkins machine that's three years old under somebody's desk building the code that goes into there. >>It gets socially engineered. It gets at exactly. >>Yeah. It's like the, it's like the movies where they, uh, instead of breaking into jail, they hide in the food delivery truck. And it's, it's that, that's the metaphor that I like perfectly. The fence doesn't work. If your truck, if you open the door once a week, it doesn't matter how big defenses. Yeah. So that's >>Good Dallas funny. >>And I, I think too, like when I used to be an engineer before I joined Google, just like how easy it is to bring in a third party package or something, you know, you need like an image editing software, like just go find one off the internet. And I think, you know, developers are slowly doing a mind shift. They're like, Hey, if I introduce a new dependency, you know, there's going to be, I'm going to have to maintain this thing and understand >>It's a little bit of a decentralized view too. Also, you got a little bit of that. Hey, if you sign it, you own it. If it tracks back to you, okay, you are, your fingerprints are, if you will, or on that chain of >>Custody and custody. >>Exactly. I was going to say, when I saw chain guard at first of course, I thought that my pant leg riding a bike, but then of course the supply chain things coming in, like on a conveyor belt, conveyor, conveyor belt. But that, that whole question of chain of custody, it isn't, it isn't as simple as a process where someone grabs some code, embeds it in, what's going on, pushes it out somewhere else. That's not the final step typically. Yeah. >>So somebody else grabs that one. And does it again, 35 more times, >>The one, how do you verify that? That's yeah, it seems like an obvious issue that needs to be addressed. And yet, apparently from what you're telling us for quite a while, people thought you were a little bit in that, >>And it's not just me. I mean, not so Ken Thompson of bell labs and he wrote the book >>He wrote, yeah, it was a seatbelt that I grew >>Up on in the eighties. He gave a famous lecture called uh, reflections on trusting trust, where he pranked all of his colleagues at bell labs by putting a back door in a compiler. And that put back doors into every program that compiled. And he was so clever. He even put it in, he made that compiler put a backdoor into the disassembler to hide the back door. So he spent weeks and, you know, people just kind of gave up. And I think at that point they were just like, oh, we can't trust any software ever. And just forgot about it and kept going on and living their lives. So this is a 40 year old problem. We only care about it now. >>It's totally true. A lot of these old sacred cows. So I would have done life cycles, not really that relevant anymore because the workflows are changing. These new Bev changes. It's complete dev ops is taken over. Let's just admit it. Right. So if we have ops is taken over now, cloud native apps are hitting the scene. This is where I think there's a structural industry change, not just the community. So with that in mind, how do you guys vector into that in terms of a market entry? What's just thinking around product. Obviously you got a higher, did you guys raise some capital in process? A little bit of a capital raise five, no problem. Todd market, but product wise, you've got to come in, get the beachhead. >>I mean, we're, we're, we're casting a wide net right now and talking to as many customers like we've met a lot of these, these customer potential customers through the communities, you know, that we've been building and we did a supply chain security con helped with that event, this, this Monday to negative one event and solar winds and Citibank were there and talking about their solutions. Um, and so I think, you know, and then we'll narrow it down to like people that would make good partners to work with and figure out how they think they're solving the problem today. And really >>How do you guys feel good? You feel good? Well, we got Jerry Chen coming off from gray lock next round. He would get a term sheet, Jerry, this guy's got some action on it in >>There. Probably didn't reply to him on LinkedIn. >>He's coming out with Kronos for him. He just invested 200 million at CrossFit. So you guys should have a great time. Congratulations on the leap. I know it's comfortable to beat Google, a lot of things to work on. Um, and student startups are super fun too, but not easy. None of the female or, you know, he has done it before, so. Right. Cool. What do you think about today? Did the event here a little bit smaller, more VIP event? What's your takeaway on this? >>It's good to be back in person. Obviously we're meeting, we've been associating with folks over zoom and Google meets for a while now and meeting them in person as I go, Hey, no hard to recognize behind the mask, but yeah, we're just glad to sort of be back out in a little bit of normalization. >>Yeah. How's everything in Austin, everyone everyone's safe and good over there. >>Yeah. It's been a long, long pandemic. Lots of ups and downs, but yeah. >>Got to get the music scene back. Most of these are comes back in the house. Everything's all back to normal. >>Yeah. My hair doesn't normally look like this. I just haven't gotten a haircut since this also >>You're going to do well in this market. You got a term sheet like that. Keep the hair, just to get the money. I think I saw your LinkedIn profile and I was wondering it's like, which version are we going to get? Well, super relevant. Super great topic. Congratulations. Thanks for coming on. Sharing the story. You're in the queue. Great jumper. Dave Nicholson here on the cube date, one of three days we're back in person of course, hybrid event. Cause the cube.net for all more footage and highlights and remote interviews. So stay tuned more coverage after this short break.

>>Hey, welcome back everyone to cube Cod's coverage and cloud native con the I'm John for your husband, David Nicholson cube analyst, cloud analyst. Co-host you got two great guests, KIPP alumni, Jerry Chen needs no introduction partner at Greylock ventures have been on the case many times, almost like an analyst chair. It's great to see you. I got guest analyst and Martin mal who's the CEO co-founder of Chronosphere just closed a whopping $200 million series C round businesses. Booming. Great to see you. Thanks for coming on. Thank you. Hey, first of all, congratulations on the business translations, who would have known that observability and distributed tracing would be a big deal. Jerry, you predicted that in 2013, >>I think we predicted jointly cloud was going to be a big deal with 2013, right? And I think the rise of cloud creates all these markets behind it, right. This, you know, I always say you got to ride a wave bigger than you. And, uh, and so this ride on cloud and scale is the macro wave and, you know, Marty and Robin cryosphere, they're just drafted behind that wave, bigger scale, high cardinality, more data, more apps. I mean, that's, that's where the fuck. >>Yeah. Martin, all kidding aside. You know, we joke about this because we've had conversations where the philosophy of you pick the trend is your friend that you know, is going to be happening. So you can kind of see the big waves coming, but you got to stay true to it. And one of the things that we talk about is what's the next Amazon impact gonna look like? And we were watching the rise of Amazon. You go, if this continues a new way to do things is going to be upon us. Okay, you've got dev ops now, cloud native, but observability became really a key part of that. It's like almost the, I call it the network management in the cloud. It's like in a new way, you guys have been very successful. There's a lot of solutions out there. What's different. >>Yeah. I'd say for Kearney sphere, there's really three big differences. The first thing is that we're a platform. So we're still an observability platform. And by that, I mean, we solved the problem end to end. If thinking about observability and monitoring, you want to know when something's wrong, you want to be able to see how bad it is. And then you want to able to figure out what the root cause is. Often. There are solutions that do a part of that, that that problem might solve a part of the problem really well for a platform that does the whole thing. And 10 that's that's really the first thing. Second thing is we're really built for not just the cloud, but cloud native environments. So a microservices architecture on container-based infrastructure. And that is something that, uh, we, we have saw coming maybe 20 17, 20 18, but luckily for us, we were already solving this problem at Uber. That's where myself, my co-founder were back in 20 14, 20 15. So we already had the sort of perfect technology to solve this problem ahead of where the, the trend was going in the industry and therefore a purpose-built solution for this type of environment, a lot more effective than a lot of the existing. >>It's interesting, Jerry, you know, the view investing companies that have their problem, that they have to solve themselves as the new thing, versus someone says, Hey, there's a market. Let's build a solution for something. I don't really know. Well, that's kind of what's going on here. Right? It's >>That's why we love founders. Like Martin Marna, rod that come out with these hyperscale comes Uber's like we say, they've seen the future. You know, like there were Uber, they looked at the existing solutions out there trying to scale Promethease or you know, data dogs and the vendors. And it didn't work. It fell over, was too expensive. And so Martin Rob saw solid future. Like, this is where the world's going. We're going to solve it. They built MP3. It became cryosphere. And um, so I don't take any credit for that. You know, I just look fine folks that can see the future. >>Yeah. But they were solving their problem. No one else had anything. There's no general purpose software that managed servers you could buy, you guys were cutting your teeth into solving the pain. You had Uber. When did you guys figure out like, oh, well this is pretty big. >>Uh, probably about 20 17, 20 18 with a rise in popularity of Kubernetes. That's when we knew, oh wait, the whole world is shifting to this. It's not, no one could really it to just goober and the big tech giants of the world. And that's when we really knew, okay. The whole, the whole whole world is shifting here. And again, it's, it's sheer blind luck that we already had the ideal solution for this particular environment. It wasn't planned it. Wasn't what we were planning for back then. But, um, yeah. Get everything. >>It makes a lot of difference. When you walk into a customer and say, we had this problem, I can empathize with you. Not just say we've got solved. Exactly. Jerry, how do they compete in the cloud? We always talk about how Amazon and Azure want to eat up anything that they see that might, you know, something on AWS. Um, this castle in the cloud opportunity here. Okay. >>In the cloud. I mean, you know, we talked last time about how to fight the big three, uh, Amazon Azure and, uh, and Google. And I think for sure they have basic offerings, right. You know, Google Stackdriver years ago, they've done basically for Pete's offerings, basic modern offerings. I think you have like basic, simple needs. It's a great way to get started, but customers don't want kind of a piecemeal solution all the time. They want a full product. Like Datadog shows a better user experience, but full product is going to, you know, the better mousetrap the world will beat a path to your door. So first you can build a better product versus these point solutions. Number two is at some scale and some level complexity, those guys can handle like the demanding users that current affairs handling right now, right? The door dash, the world. >>And finally don't want the Fox guarding the hen house. You know, you don't want to say like Amazon monitoring, you can't depend on Amazon service monitoring your Amazon apps or Google service monitor your Google apps, having something that is independent and multi-cloud, that can dual things, Marta said, you know, see a triage, fixed your issues is kind of what you want. And, um, that's where the market's skilling. So I do believe that cloud guys will have an offering the space, but in our castle and cloud research, we saw that, yeah, there's a plenty of startups being funded. There's plenty of opportunity. And that the scoreboard between Splunk Datadog and all these other companies, that there's a huge amount of market and value to be created in this piece. So, >>So with, at, at the time, when you, you know, uh, uh, necessity is the mother of invention, you're an Uber, you have a practical problem to solve and use you look around you and you see that you're not the only entity out there that has this problem. Where are we in that wave? So not everyone is at, cloud-scale not everyone has adopted completely Kubernetes and cloud native for everything. Are we just at the beginning of this wave? How far from the >>Beach are we, we think we're just at the beginning of this wave right now. Um, and if you think about most enterprises today, they're still using on, and they're not even in perhaps in the cloud at all right. Are you still using perhaps APM and solutions, uh, on premise? So, um, if you look at that wave, we're just at the beginning of it. But when, but when we talked to a lot of these companies and you ask them for their three year vision, Kubernetes is a huge piece of that because everyone wants to be multi-cloud everyone to be hybrid eventually. And that's going to be the enabler of that. So, uh, we're just in the beginning now, but it seems like an inevitable wave that is coming. >>So obviously people evaluated that exactly the way you're evaluating that. Right. Thus the funding, right. Because no one makes that kind of investment without thinking that there is a multiplier on that over time. So that's pretty, that's a pretty exciting place. >>Yeah. I think to your point, a lot of companies are running into that situation right now, and they're looking at existing solutions there for us. It was necessity because there wasn't anything out there now that there is a lot of companies are not using their sort of precious engineering resources to build their own there. They would prefer to buy a solution because this is something that we can offer to all the companies. And it's not necessarily a business differentiating technology for the businesses themselves >>Distributed tracing in that really platform. That's the news. Um, and you mentioned you've got this, a good bid. You do some good business. Is scale the big differentiator for you guys? Or is it the functionality? Because it sounds like with clients like door dash, and it looks a lot like Uber, they're doing a lot of stuff too, and I'm sure everyone needs the card. Other people doing the same kind of thing, that scale, massive amount of consumer data coming in on the edge. Yeah. Is that the differentiation or do you work for the old one, you know, main street enterprise, right. >>Um, that is a good part of the differentiation and for our product thus far before we had a distributor tracing for monitoring and metric data, that was the main differentiation is the sheer volume of data that gets produced so much higher, really excited about distributor tracing because that's actually not just a scale problem. It's, it's a space that everybody can see the potential distributor tracing yet. No one has really realized that potential. So our offering right now is fairly unique. It does things that no other vendors out there can do. And we're really excited about that because we think that that fundamentally solves the problem differently, not just at a larger scale, >>Because you're an expert, what is distributed tracing. >>Yeah. Uh, it's, it's, it's a great question. So really, if you look at this retracing, it captures the details of a particular request. So a particular customer interaction with your business and it captures how that request flows through your complex architecture, right? So you have every detail of that at every step of the way. And you can imagine this data is extremely rich and extremely useful to figure out what the underlying root causes of issues are. The problem with that is it's very bit boast. It's a lot of data gets produced. A ton of data gets produced, every interaction, every request. So one of the main issues are in this space is that people can't afford cost effectively to store all of this data. Right? So one of the main differentiators for our product is we made it cost efficient enough to store everything. And when you have all the data, you have far better analytics and you have >>Machine learning is better. Everything's better with data. That's right. Yeah. Great. What's the blind spot out. Different customers, as cybersecurity is always looking for corners and threats that some people say it's not what you want. It's what you don't see that kills you. That's, that's a tracing issue. That's a data problem. How do you see that evolving in your customer base clients, trying to get a handle of the visibility into the data? >>Yeah. Um, I think right now, again, it's, it's very early in this space of people are just getting started here and you're completely correct where, you know, you need that visibility. And again, this is why it's such a differentiator to have all the data. If you can imagine with only 10% of the data or 1% of data, how can you actually detect any of these particular issues? Right. So, uh, uh, data is key to solving that >>Feel great to have you guys on expert and congratulations on the funding, Jerry. Good to see you take a minute to give a plug for the company. What do you guys do? And actually close around the funding, told you a million dollars. Congratulations. What are you looking for for hiring? What are your milestones? What's on your plan plan. >>Yeah. Uh, so with the spanning, it's really to, to, uh, continue to grow the company, right? So we're sort of hiring, as I told you earlier, we are, uh, we grew our revenue this year by, by 10 X in the sense of the 10 months of this year, thus far. So our team hasn't really grown 10 X. So, so we, we need to keep up with that grid. So hiring across the board on engineering side, on the go to market side, and I just continue to >>Beat that. The headquarters, your virtual, if you don't mind, we've gone >>Completely distributed. Now we're mostly in the U S have a bunch of folks in Seattle and in New York, however, we going completely remote. So hiring anyone in the U S anywhere in Europe, uh, >>Oh, I got you here. What's your investment thesis. Now you got castles in the cloud, by the way, if you haven't seen the research from Greylock, Jerry and the team called castles in the cloud, you can Google it. What's your thesis now? What are you investing in? >>Yeah, it is. It is hard to always predict the next wave. I mean, my job is to find the right founders, but I'd say the three core areas are still the same one is this cloud disruption to Martin's point we're. So early days, the wave, I say, number two, uh, there's vertical apps, different SAS applications be finance, healthcare construction, all are changing. I think healthcare, especially the past couple of years through COVID, we've seen that's a market that needs to be digitized. And finally, FinTech, we talked about this before everything becomes a payments company, right? And that's why Stripe is such a huge juggernaut. You know, I don't think the world's all Stripe, but be it insurance payments, um, you know, stuff in crypto, whatever. I think fintechs still has a lot of, a lot of market to grow. >>It's making things easier. It's a good formula right now. If you can reduce complexity, it makes things easy in every market. You're going to seems to be the formula. >>And like the next great thing is making today's crappy thing better. Right? So the next, the next brace shows making this cube crappy thing. Yeah, >>We're getting better every day on our 11th season or year, I'm calling things seasons now, episodes and season for streaming, >>All the seasons drop a Netflix binge, watch them all the >>Cube plus and NFTs for our early videos. There'll be worth something because they're not that good, Jerry. How, of course you're great. Thank you. Thanks guys. Thanks for coming on it. Cubes coverage here in a physical event, 2021 cloud being the con CubeCon I'm John farrier and Dave Nicholson. Thanks for watching.

>>Okay, welcome back everyone. To the cubes coverage here, coop con cloud native con 2021 in person. The Cuba's here. I'm John farrier hosted the queue with Dave Nicholson, my cohost and cloud analyst, man. It's great to be back, uh, in person. We also have a hybrid event. We've got two great guests here, the founders of deep fence, sham, Krista Swami, C co-founder and CTO, and said deep line founder. It's great to have you on. This is a super important topic. As cloud native is crossed over. Everyone's talking about it mainstream, blah, blah, blah. But security is driving the agenda. You guys are in the middle of it. Cutting edge approach and news >>Like, like we were talking about John, we had operating at the intersection of the awesome desk, right? Open source security and cloud cloud native, essentially. Absolutely. And today's a super exciting day for us. We're launching something called track pepper, Apache V2, completely open source. Think of it as an x-ray or MRI scan for your cloud scan, you know, visualize this cloud at scale, all of the modalities, essentially, we look at cloud as a continuum. It's not a single modality it's containers. It's communities, it's William to settle we'll list all of them. Co-exist side by side. That's how we look at it and threat map. It essentially allows you to visualize all of this in real time, think of fed map, but as something that you, that, that takes over the Baton from the CIS unit, when the lift shift left gets over, that's when the threat pepper comes into picture. So yeah, super excited. >>It's like really gives that developer and the teams ops teams visibility into kind of health statistics of the cloud. But also, as you said, it's not just software mechanisms. The cloud is evolving, new sources being turned on and off. No one even knows what's going on. Sometimes this is a really hidden problem, right? Yeah, >>Absolutely. The basic problem is, I mean, I would just talk to, you know, a gentleman 70 of this morning is two 70 billion. Plus public cloud spent John two 70 billion plus even 3 billion, 30 billion they're saying right. Uh, projected revenue. And there is not even a single community tool to visualize all the clouds and all the cloud modalities at scale, let's start there. That's what we sort of decided, you know what, let's start with utilizing everything else there. And then look for known badness, which is the vulnerabilities, which still remains the biggest attack vector. >>Sure. Tell us about some of the hood. How does this all work cloud scale? Is it a cloud service managed service it's code? Take us out, take us through product. Absolutely. >>So, so, but before that, right, there's one small point that Sandeep mentioned. And Richard, I'd like to elaborate here, right? He spoke about the whole cloud spending such a large volume, right? If you look at the way people look at applications today, it's not just single clone anymore. It's multicloud multi regions across diverse plants, right? What does the solution to look at what my interests are to this point? That is a missing piece here. And that is what we're trying to tackle. And that is where we are going as open source. Coming back to your question, right? How does this whole thing work? So we have a completely on-prem model, right? Where customers can download the code today, install it. It can bill, we give binary stool and Shockley just as the exciting announcement that came out today, you're going to see somewhat exciting entrepreneurs. That's going to make a lot more easy for folks out there all day. Yeah, that's fine. >>So how does this, how does this all fit into security as a micro service and your, your vision of that? >>Absolutely. Absolutely. You know, I'll tell you, this has to do with the one of the continual conferences I would sort of when I was trying to get an idea, trying to shape the whole vision really? Right. Hey, what about syncretism? Microservice? I would go and ask people. They mentioned that sounds, that makes sense. Everything is becoming a microservice. Really. So what you're saying is you're going to deploy one more microservice, just like I deploy all of my other microservices. And that's going to look after my microservices. That compute back makes logical sense, essentially. That was the Genesis of that terminology. So defense essentially is deployed as a microservice. You go to scale, it's deployed, operated just like you to your microservices. So no code changes, no other tool chain changes. It just is yet another microservice. That's going to look after you talk about >>The, >>So there's one point I would like to add here, which is something very interesting, right? The whole concept of microservice came from, if you remember the memo from Jeff Bezos, that everybody's going to go, Microsoft would be fired. That gave rise to a very conventional unconditionally of thinking about their applications. Our deep friends, we believe that security should be. Now. You should bring the same unconventional way of thinking to security. Your security is all bottom up. No, it has to start popping up. So your applications on microservice, your security should also be a micro. >>So you need a microservice for a microservice security for the security. You're starting to get into a paradigm shift where you starting to see the API economy that bayzos and Amazon philosophy and their approach go Beanstream. So when I got to ask you, because this is a trend we've been watching and reporting on the actual application development processes, changing from the old school, you know, life cycle, software defined life cycle to now you've got machine learning and bots. You have AI. Now you have people are building apps differently. And the speed of which they want to code is high. And then other teams are slowing them down. So I've heard security teams just screw people over a couple of days. Oh my God, I can wait five days. No, it used to be five weeks. Now it's five days. They think that's progress. They want five minutes, the developers in real time. So this is a real deal optimum. >>Well, you know what? Shift left was a good thing. Instill a good thing. It helps you sort of figure out the issues early on in the development life cycle, essentially. Right? And so you started weaving in security early on and it stays with you. The problem is we are hydrating. So frequently you end up with a few hundred vulnerabilities every time you scan oftentimes few thousand and then you go to runtime and you can't really fix all these thousand one. You know? So this is where, so there is a little bit of a gap there. If you're saying, if look at the CIC cycle, the in financial cycle that they show you, right. You've got the far left, which is where you have the SAS tools, snake and all of that. And then you've got the center where, which is where you hand off this to ops. >>And then on the right side, you've got tech ops defense essentially starts in the middle and says, look, I know you've had thousand one abilities. Okay. But at run time, I see only one of those packages is loaded in memory. And only that is getting traffic. You go and fix that one because that's going to heart. You see what I'm saying? So that gap is what we're doing. So you start with the left, we come in in the middle and stay with you throughout, you know, till the whole, uh, she asks me. Yeah, well that >>Th that, that touches on a subject. What are the, what are the changes that we're seeing? What are the new threats that are associated with containerization and kind of coupled with that, look back on traditional security methods and how are our traditional security methods failing us with those new requirements that come out of the microservices and containerized world. And so, >>So having, having been at FireEye, I'll tell you I've worked on their windows products and Juniper, >>And very, very deeply involved in. >>And in fact, you know what I mean, at the company, we even sold a product to Palo Alto. So having been around the space, really, I think it's, it's, it's a, it's a foregone conclusion to say that attackers have become more sophisticated. Of course they have. Yeah. It's not a single attack vector, which gets you down anymore. It's not a script getting somewhere shooting who just sending one malicious HTP request exploiting, no, these are multi-vector multi-stage attacks. They, they evolve over time in space, you know? And then what happens is I could have shot a revolving with time and space, one notable cause of piling up. Right? And on the other side, you've got the infrastructure, which is getting fragmented. What I mean by fragmented is it's not one data center where everything would look and feel and smell similar it's containers and tuberosities and several lessons. All of that stuff is hackable, right? So you've got that big shift happening there. You've got attackers, how do you build visibility? So, in fact, initially we used to, we would go and speak with, uh, DevSecOps practitioner say, Hey, what is the coalition? Is it that you don't have enough scanners to scan? Is it that at runtime? What is the main problem? It's the lack of visibility, lack of observability throughout the life cycle, as well as through outage, it was an issue with allegation. >>And the fact that the attackers know that too, they're exploiting the fact that they can't see they're blind. And it's like, you know what? Trying to land a plane that flew yesterday and you think it's landing tomorrow. It's all like lagging. Right? Exactly. So I got to ask you, because this has comes up a lot, because remember when we're in our 11th season with the cube, and I remember conversations going back to 2010, a cloud's not secure. You know, this is before everyone realized shit, the club's better than on premises if you have it. Right. So a trend is emerged. I want to get your thoughts on this. What percentage of the hacks are because the attackers are lazier than the more sophisticated ones, because you see two buckets I'm going to get, I'm going to work hard to get this, or I'm going to go for the easy low-hanging fruit. Most people have just a setup that's just low hanging fruit for the hackers versus some sort of complex or thought through programmatic cloud system, because now is actually better if you do it. Right. So the more sophisticated the environment, the harder it is for the hackers, AK Bob wire, whatever you wanna call it, what level do we cross over? >>When does it go from the script periods to the, the, >>Katie's kind of like, okay, I want to go get the S3 bucket or whatever. There's like levels of like laziness. Yeah. Okay. I, yeah. Versus I'm really going to orchestrate Spearfish social engineer, the more sophisticated economy driven ones. Yeah. >>I think, you know what, this attackers, the hacks aren't being conducted the way they worked in the 10, five years ago, isn't saying that they been outsourced, there are sophisticated teams for building exploiters. This is the whole industry up there. Even the nation, it's an economy really. Right. So, um, the known badness or the known attacks, I think we have had tools. We have had their own tools, signature based tools, which would know, look for certain payloads and say, this is that I know it. Right. You get the stuff really starts sort of, uh, getting out of control when you have so many sort of different modalities running side by side. So much, so much moving attack surfaces, they will evolve. And you never know that you've scanned enough because you never happened because we just pushed the code. >>Yeah. So we've been covering the iron debt. Kim retired general, Keith Alexander, his company. They have this iron dome concept where there's more collective sharing. Um, how do you see that trend? Because I can almost imagine that the open-source man is going to love what you guys got. You're going to probably feed on it, like it's nobody's business, but then you start thinking, okay, we're going to be open. And you have a platform approach, not so much a tool based approach. So just give me tools. We all know that when does it, we cross over to the Nirvana of like real security sharing. Real-time telemetry data. >>And I want to answer this in two parts. The first part is really a lot of this wisdom is only in the community. It's a tribal knowledge. It's their informal feeds in from get up tickets. And you know, a lot of these things, what we're really doing with threat map, but as we are consolidating that and giving it out as a sort of platform that you can use, I like to go for free. This is the part you will never go to monetize this. And we are certain about disaster. What we are monetizing instead is you have, like I said, the x-ray or MRI scan of the cloud, which tells you what the pain points are. This is feel free. This is public collective good. This is a Patrick reader. This is for free. It's shocking. >>I took this long to get to that point, by the way, in this discussion. >>Yeah, >>This is this timing's perfect. >>Security is collective good. Right? And if you're doing open source, community-based, you know, programs like this is for the collector group. What we do look, this whole other set map is going to be open source. We going to make it a platform and our commercial version, which is called fetch Stryker, which is where we have our core IP, which is basically think about this way, right? If you figured out all the pain points and using tech map, or this was a free, and now you wanted the remedy for that pain feed to target a defense, we targeted quarantining of those statin workloads and all that stuff. And that's what our IP is. What we really do there is we said, look, you figured out the attack surface using tech fabric. Now I'm going to use threat Stryker to protect their attacks and stress >>Free. Not free to, or is that going to be Fort bang? >>Oh, that's for, okay. >>That's awesome. So you bring the goodness to the party, the goods to the party, again, share that collective, see where that goes. And the Stryker on top is how you guys monetize. >>And that's where we do some uniquely normal things. I would want to talk about that. If, if, if, if you know public probably for 30 seconds or so unique things we do in industry, which is basically being able to monitor what comes in, what goes out and what changes across time and space, because look, most of the modern attacks evolve over time and space, right? So you go to be able to see things like this. Here's a party structure, which has a vulnerability threats. Mapper told you that to strike. And what it does is it tells you a bunch of stress has a vulnerable again, know that somebody is sending a Melissa's HTP request, which has a malicious payload. And you know what, tomorrow there's a file system change. And there is outbound connection going to some funny place. That is the part that we're wanting this. >>Yeah. And you give away the tool to identify the threats and sell the hammer. >>That's giving you protection. >>Yeah. Yeah. Awesome. I love you guys love this product. I love how you're doing it. I got to ask you to define what is security as a microservice. >>So security is a microservice is a deployment modality for us. So defense, what defense has is one console. So defense is currently self posted by the customers within the infrastructure going forward. We'll also be launching a SAS version, the cloud version of it. But what happens as part of this deployment is they're running the management console, which is the gooey, and then a tiny sensor, which is collecting telemetric that is deployed as a microservice is what I'm saying. So you've got 10 containers running defenses level of container. That's, that's an eight or the Microsoft risk. And it utilizes, uh, EDP F you know, for tracing and all that stuff. Yeah. >>Awesome. Well, I think this is the beginning of a shift in the industry. You start to see dev ops and cloud native technologies become the operating model, not just dev dev ops are now in play and infrastructure as code, which is the ethos of a cloud generation is security is code. That's true. That's what you guys are doing. Thanks for coming on. Really appreciate it. Absolutely breaking news here in the queue, obviously great stuff. Open source continues to grow and win in the new model. Collaboration is the cube bringing you all the cover day one, the three days. I'm Jennifer, your host with Dave Nicholson. Thanks for watching.