(light music) >> Announcer: TheCUBE's live coverage is made possible by funding from Dell Technologies. Creating technologies that drive human progress. (upbeat music) >> Welcome back to the Fira in Barcelona. Dave Vellante with Dave Nicholson. Lisa Martin's been here all week. John Furrier is in our Palo Alto studio, banging out all the news. Don't forget to check out siliconangle.com, thecube.net. This is day four, our last segment, winding down. MWC23, super excited to be here. Wayne Duso, friend of theCUBE, VP of engineering from products at AWS is here with Iyad Tarazi, who's the CEO of Federated Wireless. Gents, welcome. >> Good to be here. >> Nice to see you. >> I'm so stoked, Wayne, that we connected before the show. We texted, I'm like, "You're going to be there. I'm going to be there. You got to come on theCUBE." So thank you so much for making time, and thank you for bringing a customer partner, Federated Wireless. Everybody knows AWS. Iyad, tell us about Federated Wireless. >> We're a software and services company out of Arlington, Virginia, right outside of Washington, DC, and we're really focused on this new technology called Shared Spectrum and private wireless for 5G. Think of it as enterprises consuming 5G, the way they used to consume WiFi. >> Is that unrestricted spectrum, or? >> It is managed, organized, interference free, all through cloud platforms. That's how we got to know AWS. We went and got maybe about 300 products from AWS to make it work. Quite sophisticated, highly available, and pristine spectrum worth billions of dollars, but available for people like you and I, that want to build enterprises, that want to make things work. Also carriers, cable companies everybody else that needs it. It's really a new revolution for everyone. >> And that's how you, it got introduced to AWS. Was that through public sector, or just the coincidence that you're in DC >> No, I, well, yes. The center of gravity in the world for spectrum is literally Arlington. You have the DOD spectrum people, you have spectrum people from National Science Foundation, DARPA, and then you have commercial sector, and you have the FCC just an Uber ride away. So we went and found the scientists that are doing all this work, four or five of them, Virginia Tech has an office there too, for spectrum research for the Navy. Come together, let's have a party and make a new model. >> So I asked this, I'm super excited to have you on theCUBE. I sat through the keynotes on Monday. I saw Satya Nadella was in there, Thomas Kurian there was no AWS. I'm like, where's AWS? AWS is everywhere. I mean, you guys are all over the show. I'm like, "Hey, where's the number one cloud?" So you guys have made a bunch of announcements at the show. Everybody's talking about the cloud. What's going on for you guys? >> So we are everywhere, and you know, we've been coming to this show for years. But this is really a year that we can demonstrate that what we've been doing for the IT enterprise, IT people for 17 years, we're now bringing for telcos, you know? For years, we've been, 17 years to be exact, we've been bringing the cloud value proposition, whether it's, you know, cost efficiencies or innovation or scale, reliability, security and so on, to these enterprise IT folks. Now we're doing the same thing for telcos. And so whether they want to build in region, in a local zone, metro area, on-prem with an outpost, at the edge with Snow Family, or with our IoT devices. And no matter where they want to start, if they start in the cloud and they want to move to the edge, or they start in the edge and they want to bring the cloud value proposition, like, we're demonstrating all of that is happening this week. And, and very much so, we're also demonstrating that we're bringing the same type of ecosystem that we've built for enterprise IT. We're bringing that type of ecosystem to the telco companies, with CSPs, with the ISP vendors. We've seen plenty of announcements this week. You know, so on and so forth. >> So what's different, is it, the names are different? Is it really that simple, that you're just basically taking the cloud model into telco, and saying, "Hey, why do all this undifferentiated heavy lifting when we can do it for you? Don't worry about all the plumbing." Is it really that simple? I mean, that straightforward. >> Well, simple is probably not what I'd say, but we can make it straightforward. >> Conceptually. >> Conceptually, yes. Conceptually it is the same. Because if you think about, firstly, we'll just take 5G for a moment, right? The 5G folks, if you look at the architecture for 5G, it was designed to run on a cloud architecture. It was designed to be a set of services that you could partition, and run in different places, whether it's in the region or at the edge. So in many ways it is sort of that simple. And let me give you an example. Two things, the first one is we announced integrated private wireless on AWS, which allows enterprise customers to come to a portal and look at the industry solutions. They're not worried about their network, they're worried about solving a problem, right? And they can come to that portal, they can find a solution, they can find a service provider that will help them with that solution. And what they end up with is a fully validated offering that AWS telco SAS have actually put to its paces to make sure this is a real thing. And whether they get it from a telco, and, and quite frankly in that space, it's SIs such as Federated that actually help our customers deploy those in private environments. So that's an example. And then added to that, we had a second announcement, which was AWS telco network builder, which allows telcos to plan, deploy, and operate at scale telco network capabilities on the cloud, think about it this way- >> As a managed service? >> As a managed service. So think about it this way. And the same way that enterprise IT has been deploying, you know, infrastructure as code for years. Telco network builder allows the telco folks to deploy telco networks and their capabilities as code. So it's not simple, but it is pretty straightforward. We're making it more straightforward as we go. >> Jump in Dave, by the way. He can geek out if you want. >> Yeah, no, no, no, that's good, that's good, that's good. But actually, I'm going to ask an AWS question, but I'm going to ask Iyad the AWS question. So when we, when I hear the word cloud from Wayne, cloud, AWS, typically in people's minds that denotes off-premises. Out there, AWS data center. In the telecom space, yes, of course, in the private 5G space, we're talking about a little bit of a different dynamic than in the public 5G space, in terms of the physical infrastructure. But regardless at the edge, there are things that need to be physically at the edge. Do you feel that AWS is sufficiently, have they removed the H word, hybrid, from the list of bad words you're not allowed to say? 'Cause there was a point in time- >> Yeah, of course. >> Where AWS felt that their growth- >> They'll even say multicloud today, (indistinct). >> No, no, no, no, no. But there was a period of time where, rightfully so, AWS felt that the growth trajectory would be supported solely by net new things off premises. Now though, in this space, it seems like that hybrid model is critical. Do you see AWS being open to the hybrid nature of things? >> Yeah, they're, absolutely. I mean, just to explain from- we're a services company and a solutions company. So we put together solutions at the edge, a smart campus, smart agriculture, a deployment. One of our biggest deployment is a million square feet warehouse automation project with the Marine Corps. >> That's bigger than the Fira. >> Oh yeah, it's bigger, definitely bigger than, you know, a small section of here. It's actually three massive warehouses. So yes, that is the edge. What the cloud is about is that massive amount of efficiency has happened by concentrating applications in data centers. And that is programmability, that is APIs that is solutions, that is applications that can run on it, where people know how to do it. And so all that efficiency now is being ported in a box called the edge. What AWS is doing for us is bringing all the business and technical solutions they had into the edge. Some of the data may send back and forth, but that's actually a smaller piece of the value for us. By being able to bring an AWS package at the edge, we're bringing IoT applications, we're bringing high speed cameras, we're able to integrate with the 5G public network. We're able to bring in identity and devices, we're able to bring in solutions for students, embedded laptops. All of these things that you can do much much faster and cheaper if you are able to tap in the 4,000, 5,000 partners and all the applications and all the development and all the models that AWS team did. By being able to bring that efficiency to the edge why reinvent that? And then along with that, there are partners that you, that help do integration. There are development done to make it hardened, to make the data more secure, more isolated. All of these things will contribute to an edge that truly is a carbon copy of the data center. >> So Wayne, it's AWS, Regardless of where the compute, networking and storage physically live, it's AWS. Do you think that the term cloud will sort of drift away from usage? Because if, look, it's all IT, in this case it's AWS and federated IT working together. How, what's your, it's sort of a obscure question about cloud, because cloud is so integrated. >> You Got this thing about cloud, it's just IT. >> I got thing about cloud too, because- >> You and Larry Ellison. >> Because it's no, no, no, I'm, yeah, well actually there's- >> There's a lot of IT that's not cloud, just say that okay. >> Now, a lot of IT that isn't cloud, but I would say- >> But I'll (indistinct) cloud is an IT tool, and you see AWS obviously with the Snow fill in the blank line of products and outpost type stuff. Fair to say that you're, doesn't matter where it is, it could be AWS if it's on the edge, right? >> Well, you know, everybody wants to define the cloud as what it may have been when it started. But if you look at what it was when it started and what it is today, it is different. But the ability to bring the experience, the AWS experience, the services, the operational experience and all the things that Iyad had been talking about from the region all to all the way to, you know, the IoT device, if you would, that entire continuum. And it doesn't matter where you start. Like if you start in region and you need to bring your value to other places because your customers are asking you to do so, we're enabling that experience where you need to bring it. If you started at the edge, and- but you want to build cloud value, you know, whether it's again, cost efficiency, scalability, AI, ML or analytics into those capabilities, you can start at the edge with the same APIs, with the same service, the same capabilities, and you can build that value in right from the get go. You don't build this bifurcation or many separations and try to figure out how do I glue them together? There is no gluing together. So if you think of cloud as being elastic, scalable flexible, where you can drive innovation, it's the same exact model on the continuum. And you can start at either end, it's up to you as a customer. >> And I think if, the key to me is the ecosystem. I mean, if you can do for this industry what you've done for the technology- enterprise technology business from an ecosystem standpoint, you know everybody talks about flywheel, but that gives you like the massive flywheel. I don't know what the ratio is, but it used to be for every dollar spent on a VMware license, $15 is spent in the ecosystem. I've never heard similar ratios in the AWS ecosystem, but it's, I go to reinvent and I'm like, there's some dollars being- >> That's a massive ecosystem. >> (indistinct). >> And then, and another thing I'll add is Jose Maria Alvarez, who's the chairman of Telefonica, said there's three pillars of the future-ready telco, low latency, programmable networks, and he said cloud and edge. So they recognizing cloud and edge, you know, low latency means you got to put the compute and the data, the programmable infrastructure was invented by Amazon. So what's the strategy around the telco edge? >> So, you know, at the end, so those are all great points. And in fact, the programmability of the network was a big theme in the show. It was a huge theme. And if you think about the cloud, what is the cloud? It's a set of APIs against a set of resources that you use in whatever way is appropriate for what you're trying to accomplish. The network, the telco network becomes a resource. And it could be described as a resource. We, I talked about, you know, network as in code, right? It's same infrastructure in code, it's telco infrastructure as code. And that code, that infrastructure, is programmable. So this is really, really important. And in how you build the ecosystem around that is no different than how we built the ecosystem around traditional IT abstractions. In fact, we feel that really the ecosystem is the killer app for 5G. You know, the killer app for 4G, data of sorts, right? We started using data beyond simple SMS messages. So what's the killer app for 5G? It's building this ecosystem, which includes the CSPs, the ISVs, all of the partners that we bring to the table that can drive greater value. It's not just about cost efficiency. You know, you can't save your way to success, right? At some point you need to generate greater value for your customers, which gives you better business outcomes, 'cause you can monetize them, right? The ecosystem is going to allow everybody to monetize 5G. >> 5G is like the dot connector of all that. And then developers come in on top and create new capabilities >> And how different is that than, you know, the original smartphones? >> Yeah, you're right. So what do you guys think of ChatGPT? (indistinct) to Amazon? Amazon turned the data center into an API. It's like we're visioning this world, and I want to ask that technologist, like, where it's turning resources into human language interfaces. You know, when you see that, you play with ChatGPT at all, or I know you guys got your own. >> So I won't speak directly to ChatGPT. >> No, don't speak from- >> But if you think about- >> Generative AI. >> Yeah generative AI is important. And, and we are, and we have been for years, in this space. Now you've been talking to AWS for a long time, and we often don't talk about things we don't have yet. We don't talk about things that we haven't brought to market yet. And so, you know, you'll often hear us talk about something, you know, a year from now where others may have been talking about it three years earlier, right? We will be talking about this space when we feel it's appropriate for our customers and our partners. >> You have talked about it a little bit, Adam Selipsky went on an interview with myself and John Furrier in October said you watch, you know, large language models are going to be enormous and I know you guys have some stuff that you're working on there. >> It's, I'll say it's exciting. >> Yeah, I mean- >> Well proof point is, Siri is an idiot compared to Alexa. (group laughs) So I trust one entity to come up with something smart. >> I have conversations with Alexa and Siri, and I won't judge either one. >> You don't need, you could be objective on that one. I definitely have a preference. >> Are the problems you guys solving in this space, you know, what's unique about 'em? What are they, can we, sort of, take some examples here (indistinct). >> Sure, the main theme is that the enterprise is taking control. They want to have their own networks. They want to focus on specific applications, and they want to build them with a skeleton crew. The one IT person in a warehouse want to be able to do it all. So what's unique about them is that they're now are a lot of automation on robotics, especially in warehousing environment agriculture. There simply aren't enough people in these industries, and that required precision. And so you need all that integration to make it work. People also want to build these networks as they want to control it. They want to figure out how do we actually pick this team and migrate it. Maybe just do the front of the house first. Maybe it's a security team that monitor the building, maybe later on upgrade things that use to open doors and close doors and collect maintenance data. So that ability to pick what you want to do from a new processors is really important. And then you're also seeing a lot of public-private network interconnection. That's probably the undercurrent of this show that haven't been talked about. When people say private networks, they're also talking about something called neutral host, which means I'm going to build my own network, but I want it to work, my Verizon (indistinct) need to work. There's been so much progress, it's not done yet. So much progress about this bring my own network concept, and then make sure that I'm now interoperating with the public network, but it's my domain. I can create air gaps, I can create whatever security and policy around it. That is probably the power of 5G. Now take all of these tiny networks, big networks, put them all in one ecosystem. Call it the Amazon marketplace, call it the Amazon ecosystem, that's 5G. It's going to be tremendous future. >> What does the future look like? We're going to, we just determined we're going to be orchestrating the network through human language, okay? (group laughs) But seriously, what's your vision for the future here? You know, both connectivity and cloud are on on a continuum. It's, they've been on a continuum forever. They're going to continue to be on a continuum. That being said, those continuums are coming together, right? They're coming together to bring greater value to a greater set of customers, and frankly all of us. So, you know, the future is now like, you know, this conference is the future, and if you look at what's going on, it's about the acceleration of the future, right? What we announced this week is really the acceleration of listening to customers for the last handful of years. And, we're going to continue to do that. We're going to continue to bring greater value in the form of solutions. And that's what I want to pick up on from the prior question. It's not about the network, it's not about the cloud, it's about the solutions that we can provide the customers where they are, right? And if they're on their mobile phone or they're in their factory floor, you know, they're looking to accelerate their business. They're looking to accelerate their value. They're looking to create greater safety for their employees. That's what we can do with these technologies. So in fact, when we came out with, you know, our announcement for integrated private wireless, right? It really was about industry solutions. It really isn't about, you know, the cloud or the network. It's about how you can leverage those technologies, that continuum, to deliver you value. >> You know, it's interesting you say that, 'cause again, when we were interviewing Adam Selipsky, everybody, you know, all journalists analysts want to know, how's Adam Selipsky going to be different from Andy Jassy, what's the, what's he going to do to Amazon to change? And he said, listen, the real answer is Amazon has changed. If Andy Jassy were here, we'd be doing all, you know, pretty much the same things. Your point about 17 years ago, the cloud was S3, right, and EC2. Now it's got to evolve to be solutions. 'Cause if that's all you're selling, is the bespoke services, then you know, the future is not as bright as the past has been. And so I think it's key to look for what are those outcomes or solutions that customers require and how you're going to meet 'em. And there's a lot of challenges. >> You continue to build value on the value that you've brought, and you don't lose sight of why that value is important. You carry that value proposition up the stack, but the- what you're delivering, as you said, becomes maybe a bigger or or different. >> And you are getting more solution oriented. I mean, you're not hardcore solutions yet, but we're seeing more and more of that. And that seems to be a trend. We've even seen in the database world, making things easier, connecting things. Not really an abstraction layer, which is sort of antithetical to your philosophy, but it creates a similar outcome in terms of simplicity. Yeah, you're smiling 'cause you guys always have a different angle, you know? >> Yeah, we've had this conversation. >> It's right, it's, Jassy used to say it's okay to be misunderstood. >> That's Right. For a long time. >> Yeah, right, guys, thanks so much for coming to theCUBE. I'm so glad we could make this happen. >> It's always good. Thank you. >> Thank you so much. >> All right, Dave Nicholson, for Lisa Martin, Dave Vellante, John Furrier in the Palo Alto studio. We're here at the Fira, wrapping out MWC23. Keep it right there, thanks for watching. (upbeat music)

>> Narrator: theCUBE's live coverage is made possible by funding from Dell Technologies, creating technologies that drive human progress. (upbeat music) >> Welcome back to the Fira in Barcelona. This is Dave Vellante with David Nicholson. Lisa Martin is also here. This is day two of our coverage of MWC 23 on theCUBE. We're super excited. We're in between hall four and five. Stop by if you're here. Dennis Hoffman is here. He's the senior vice president and general manager of the Telecom systems business at Dell Technologies, and he's joined by Yousef Khalidi, who's the corporate vice president of Azure for Operators from Microsoft. Gents, Welcome. >> Thanks, Dave. >> Thank you. >> So we saw Satya in the keynote. He wired in. We saw T.K. came in. No AWS. I don't know. They're maybe not part of the show, but maybe next year they'll figure it out. >> Indeed, indeed. >> Lots of stuff happened in the Telecom, but the Azure operator distributed service is the big news, you guys got here. What's that all about? >> Oh, first of all, we changed the name. >> Oh, you did? >> You did? >> Oh, yeah. We have a real name now. It's called the Azure Operator Nexus. >> Oh, I like Nexus better than that. >> David: That's much better, much better. >> Dave: The engineers named it first time around. >> I wish, long story, but thank you for our marketing team. But seriously, not only did we rename the platform, we expanded the platform. >> Dave: Yeah. >> So it now covers the whole spectrum from the far-edge to the public cloud as well, including the near-edge as well. So essentially, it's a hybrid platform that can also run network functions. So all these operators around you, they now have a platform which combines cloud technologies with the choice where they want to run, optimized for the network. >> Okay and so, you know, we've talked about the disaggregation of the network and how you're bringing kind of engineered systems to the table. We've seen this movie before, but Dennis, there are differences, right? I mean, you didn't really have engineered systems in the 90s. You didn't have those integration points. You really didn't have the public cloud, you didn't have AI. >> Right. >> So you have all those new powers that you can tap, so give us the update from your perspective, having now spent a day and a half here. What's the vibe, what's the buzz, and what's your take on everything? >> Yeah, I think to build on what Yousef said, there's a lot going on with people still trying to figure out exactly how to architect the Telecom network of the future. They know it's got to have a lot to do with cloud. It does have some pretty significant differences, one of those being, there's definitely got to be a hybrid component because there are pieces of the Telecom network that even when modernized will not end up centralized, right? They're going to be highly distributed. I would say though, you know, we took away two things, yesterday, from all the meetings. One, people are done, I think the network operators are done, questioning technology readiness. They're now beginning to wrestle with operationalization of it all, right? So it's like, okay, it's here. I can in fact build a modern network in a very cloud native way, but I've got to figure out how to do that all. And another big part of it is the ecosystem and certainly the partnership long standing between Dell and Microsoft which we're extending into this space is part of that, making it easier on people to actually acquire, deploy, and importantly, support these new technologies. >> So a lot of the traditional carriers, like you said, they're sort of beyond the technology readiness. Jose Maria Alvarez in the keynote said there are three pillars to the future Telecom network. He said low latency, programmable networks, and then cloud and edge, kind of threw that in. You agree with that, Yousef? (Dave and Yousef speaking altogether) >> I mean, we've been for years talking about the cloud and edge. >> Yeah. >> Satya for years had the same graphic. We still have it. Today, we have expanded the graphic a bit to include the network as one, because you can have a cloud without connectivity as well but this is very, very, very, very much true. >> And so the question then, Dennis, is okay, you've got disruptors, we had Dish on yesterday. >> Oh, did you? Good. >> Yeah, yeah, and they're talking about what they're doing with, you know, ORAN and all the applications, really taking account of it. What I see is a developer friendly, you know, environment. You got the carriers talking about how they're going to charge developers for APIs. I think they've published eight APIs which is nowhere near enough. So you've got that sort of, you know, inertia and yet, you have the disruptors that are going to potentially be a catalyst to, you know, cross the chasm, if you will. So, you know, put on your strategy hat. >> Yeah. >> Dave: How do you see that playing out? >> Well, they're trying to tap into three things, the disruptors. You know, I think the thesis is, "If I get to a truly cloud native, communications network first, I ought to have greater agility so that I can launch more services and create more revenue streams. I ought to be lower cost in terms of both acquisition cost and operating cost, right, and I ought to be able to create scale between my IT organization, everything I know how to do there and my Telecom network." You know, classic, right? Better, faster, cheaper if I embrace cloud early on. And people like Dish, you know, they have a clean sheet of paper with which to do that. So innovation and rate of innovation is huge for them. >> So what would you do? We put your Clay Christensen hat on, now. What if you were at a traditional Telco who's like, complaining about- >> You're going to get me in trouble. >> Dave: Come on, come on. >> Don't do it. >> Dave: Help him out. Help him out, help him out. So if, you know, they're complaining about CapEx, they're highly regulated, right, they want net neutrality but they want to be able to sort of dial up the cost of those using the network. So what would you do? Would you try to disrupt yourself? Would you create a skunkworks? Would you kind of spin off a disruptor? That's a real dilemma for those guys. >> Well for mobile network operators, the beauty of 5G is it's the first cloud native cellular standard. So I don't know if anybody's throwing these terms around, but 5G SA is standalone, right? >> Dave: Yeah, yeah. >> So a lot of 'em, it's not a skunkworks. They're just literally saying, "I've got to have a 5G network." And some of 'em are deciding, "I'm going to stand it up all by itself." Now, that's duplicative expense in a lot of ways, but it creates isolation from the two networks. Others are saying, "No, it's got to be NSA. I've got to be able to combine 4G and 5G." And then you're into the brownfield thing. >> That's the hybrid. >> Not hybrid as in cloud, but hybrid as in, you know. >> Yeah, yeah. >> It's a converge network. >> Dave: Yeah, yeah. >> So, you know, I would say for a lot of them, they're adopting, probably rightly so, a wait and see attitude. One thing we haven't talked about and you got to get on the table, their high order bit is resilience. >> Dave: Yeah, totally. >> David: Yeah. >> Right? Can't go down. It's national, secure infrastructure, first responder. >> Indeed. >> Anytime you ask them to embrace any new technology, the first thing that they have to work through in their minds is, you know, "Is the juice worth the squeeze? Like, can I handle the risk?" >> But you're saying they're not questioning the technology. Aren't they questioning ORAN in terms of the quality of service, or are they beyond that? >> Dennis: They're questioning the timing, not the inevitability. >> Okay, so they agree that ORAN is going to be open over time. >> At some point, RAN will be cloud native, whether it's ORAN the spec, open RAN the concept, (Yousef speaking indistinctly) >> Yeah. >> Virtual RAN. But yeah, I mean I think it seems pretty evident at this point that the mainframe will give way to open systems once again. >> Dave: Yeah, yeah, yeah. >> ERAN, ecosystem RAN. >> Any RAN. (Dave laughing) >> You don't have to start with the ORAN where they're inside the house. So as you probably know, our partner AT&T started with the core. >> Dennis: They almost all have. >> And they've been on the virtualization path since 2014 and 15. And what we are working with them on is the hybrid cloud model to expand all the way, if you will, as I mentioned to the far-edge or the public cloud. So there's a way to be in the brownfield environment, yet jump on the new bandwagon of technology without necessarily taking too much risk, because you're quite right. I mean, resiliency, security, service assurance, I mean, for example, AT&T runs the first responder network for the US on their network, on our platform, and I'm personally very familiar of how high the bar is. So it's doable, but you need to go in stages, of course. >> And they've got to do that integration. >> Yes. >> They do. >> And Yousef made a great point. Like, out of the top 30 largest Telcos by CapEx outside of China, three quarters of them have virtualized their core. So the cloudification, if you will, software definition run on industry standard hardware, embraced cloud native principles, containerized apps, that's happened in the core. It's well accepted. Now it's just a ripple-down through the network which will happen as and when things are faster, better, cheaper. >> Right. >> So as implemented, what does this look like? Is it essentially what we used to loosely refer to as Azure stacked software, running with Dell optimized Telecom infrastructure together, sometimes within a BBU, out in a hybrid cloud model communicating back to Azure locations in some cases? Is that what we're looking at? >> Approximately. So you start with the near-edge, okay? So the near-edge lives in the operator's data centers, edges, whatever the case may be, built out of off the shelf hardware. Dell is our great partner there but in principle, it could be different mix and match. So once you have that true near-edge, then you can think of, "Okay, how can I make sure this environment is as uniform, same APIs, same everything, regardless what the physical location is?" And this is key, key for the network function providers and the NEPs because they need to be able to port once, run everywhere, and it's key for the operator to reduce their costs. You want to teach your workforce, your operations folks, if you will, how to manage this system one time, to automation and so forth. So, and that is actually an expansion of the Azure capabilities that people are familiar with in a public cloud, projected into different locations. And we have technology called Arc which basically models everything. >> Yeah, yeah. >> So if you have trained your IT side, you are halfway there, how to manage your new network. Even though of course the network is carrier graded, there's different gear. So yes, what you said, a lot of it is true but the actual components, whatever they might be running, are carrier grade, highly optimized, the next images and our solution is not a DIY solution, okay? I know you cater to a wide spectrum here but for us, we don't believe in the TCO. The proper TCO can be achieved by just putting stuff by yourself. We just published a report with Analysys Mason that shows that our approach will save 36 percent of the cost compared to a DIY approach. >> Dave: What percent? >> 36 percent. >> Dave: Of the cost? >> Of, compared to DIY, which is already cheaper than classical models. >> And there's a long history of fairly failed DIY, right, >> Yeah. >> That preceded this. As in the early days of public cloud, the network operators wrestled with, "Do I have to become one to survive?" >> Dave: Yeah. Right. >> So they all ended up having cloud projects and by and large, they've all dematerialized in favor of this. >> Yeah, and it's hard for them to really invest at scale. Let me give you an example. So, your biggest tier one operator, without naming anybody, okay, how many developers do they have that can build and maintain an OS image, or can keep track of container technology, or build monitoring at scale? In our company, we have literally thousands of developers doing it already for the cloud and all we're doing for the operator segment is customizing it and focusing it at the carrier grade aspects of it. But so, I don't have half a dozen exterior experts. I literally have a building of developers who can do that and I'm being literal, here. So it's a scale thing. Once you have a product that you can give to multiple people, everybody benefits. >> Dave: Yeah, and the carriers are largely, they're equipment engineers in a large setting. >> Oh, they have a tough job. I always have total respect what they do. >> Oh totally, and a lot of the work happens, you know, kind of underground and here they are. >> They are network operators. >> They don't touch. >> It's their business. >> Right, absolutely, and they're good at it. They're really good at it. That's right. You know, you think about it, we love to, you know, poke fun at the big carriers, but think about what happened during the pandemic. When they had us shift everything to remote work, >> Dennis: Yes. >> Landline traffic went through the roof. You didn't even notice. >> Yep. That's very true. >> I mean, that's the example. >> That's very true. >> However, in the future where there's innovation and it's going to be driven by developers, right, that's where the open ecosystem comes in. >> Yousef: Indeed. >> And that's the hard transition for a lot of these folks because the developers are going to win that with new workloads, new applications that we can't even think of. >> Dennis: Right. And a lot of it is because if you look at it, there's the fundamental back strategy hat back on, fundamental dynamics of the industry, forced investment, flat revenues. >> Dave: Yeah. Right. >> Very true. >> Right? Every few years, a new G comes out. "Man, I got to retool this massive thing and where I can't do towers, I'm dropping fiber or vice a versa." And meanwhile, most diversification efforts into media have failed. They've had to unwind them and resell them. There's a lot of debt in the industry. >> Yousef: Yeah. >> Dennis: And so, they're looking for that next big, adjacent revenue stream and increasingly deciding, "If I don't modernize my network, I can't get it." >> Can't do it. >> Right, and again, what I heard from some of the carriers in the keynote was, "We're going to charge for API access 'cause we have data in the network." Okay, but I feel like there's a lot more innovation beyond that that's going to come from the disruptors. >> Dennis: Oh yeah. >> Yousef: Yes. >> You know, that's going to blow that away, right? And then that may not be the right model. We'll see, you know? I mean, what would Microsoft do? They would say, "Here, here's a platform. Go develop." >> No, I'll tell you. We are actually working with CAMARA and GSMA on the whole API layer. We actually announced a service as well as (indistinct). >> Dave: Yeah, yeah, right. >> And the key there, frankly, in my opinion, are not the disruptors as in operators. It's the ISV community. You want to get developers that can write to a global set of APIs, not per Telco APIs, such that they can do the innovation. I mean, this is what we've seen in other industries, >> Absolutely. >> That I critically can think of. >> This is the way they get a slice of that pie, right? The recent history of this industry is one where 4G LTE begot the smartphone and app store era, a bevy of consumer services, and almost every single profit stream went somewhere other than the operator, right? >> Yousef: Someone else. So they're looking at this saying, "Okay, 5G is the enterprise G and there's going to be a bevy of applications that are business service related, based on 5G capability and I can't let the OTT, over the top, thing happen again." >> Right. >> They'll say that. "We cannot let this happen." >> "We can't let this happen again." >> Okay, but how do they, >> Yeah, how do they make that not happen? >> Not let it happen again? >> Eight APIs, Dave. The answer is eight APIs. No, I mean, it's this approach. They need to make it easy to work with people like Yousef and more importantly, the developer community that people like Yousef and his company have found a way to harness. And by the way, they need to be part of that developer community themselves. >> And they're not, today. They're not speaking that developer language. >> Right. >> It's hard. You know, hey. >> Dennis: Hey, what's the fastest way to sell an enterprise, a business service? Resell Azure, Teams, something, right? But that's a resale. >> Yeah, that's a resale thing. >> See, >> That's not their service. >> They also need to free their resources from all the plumbing they do and leave it to us. We are plumbers, okay? >> Dennis: We are proud plumbers. >> We are proud plumbers. I'm a plumber. I keep telling people this thing. We had the same discussion with banks and enterprises 10 years ago, by the way. Don't do the plumbing. Go add value on the top. Retool your workforce to do applications and work with ISVs to the verticals, as opposed to either reselling, which many do, or do the plumbing. You'd be surprised. Traditionally, many operators do around, "I want to plumb this thing to get this small interrupt per second." Like, who cares? >> Well, 'cause they made money on connectivity. >> Yes. >> And we've seen this before. >> And in a world without telephone poles and your cables- >> Hey, if what you have is a hammer, everything's a nail, right? And we sell connectivity services and that's what we know how to do, and that both build and sell. And if that's no longer driving a revenue stream sufficient to cover this forced investment march, not to mention Huawei rip and government initiatives to pull infrastructure out and accelerate investment, they got to find new ways. >> I mean, the regulations have been tough, right? They don't go forward and ask for permission. They really can't, right? They have to be much more careful. >> Dennis: It is tough. >> So, we don't mean to sound like it's easy for these guys. >> Dennis: No, it's not. >> But it does require a new mindset, new skillsets, and I think some of 'em are going to figure it out and then pff, the wave, and you guys are going to be riding that wave. >> We're going to try. >> Definitely. Definitely. >> As a veteran of working with both Dell and Microsoft, specifically Azure on things, I am struck by how you're very well positioned in this with Microsoft in particular. Because of Azure's history, coming out of the on-premises world that Microsoft knows so well, there's a natural affinity to the hybrid nature of Telecom. We talk about edge, we talk about hybrid, this is it, absolutely the center of it. So it seems like a- >> Yousef: Indeed. Actually, if you look at the history of Azure, from day one, and I was there from day one, we always spoke of the hybrid model. >> Yeah. >> The third point, we came from the on-premises world. >> David: Right. >> And don't get me wrong, I want people to use the public cloud, but I also know due to physics, regulation, geopolitical boundaries, there's something called on-prem, something called an edge here. I want to add something else. Remember our deal on how we are partner-centric? We're applying the same playbook, here. So, you know, for every dollar we make, so many of it's been done by the ecosystem. Same applies here. So we have announced partnerships with Ericson, Nokia, (indistinct), all the names, and of course with Dell and many others. The ecosystem has to come together and customers must retain their optionality to drum up whatever they are on. So it's the same playbook, with this. >> And enterprise technology companies are, actually, really good at, you know, decoding the customer, figuring out specific requirements, making some mistakes the first time through and then eventually getting it right. And as these trends unfold, you know, you're in a good position, I think, as are others and it's an exciting time for enterprise tech in this industry, you know? >> It really is. >> Indeed. >> Dave: Guys, thanks so much for coming on. >> Thank you. >> Dave: It's great to see you. Have a great rest of the show. >> Thank you. >> Thanks, Dave. Thank you, Dave. >> All right, keep it right there. John Furrier is live in our studio. He's breaking down all the news. Go to siliconangle.com to go to theCUBE.net. Dave Vellante, David Nicholson and Lisa Martin, we'll be right back from the theater in Barcelona, MWC 23 right after this short break. (relaxing music)

(gentle music) >> Announcer: "theCube's" live coverage is made possible by funding from Dell Technologies, creating technologies that drive human progress. (upbeat music) (logo whooshing) >> Hey, everyone, welcome back to "theCube's" coverage of day one, MWC23 live from Barcelona, Lisa Martin here with Dave Vellante. Dave, we've got some great conversations so far This is the biggest, most packed show I've been to in years. About 80,000 people here so far. >> Yeah, down from its peak of 108, but still pretty good. You know, a lot of folks from China come to this show, but with the COVID situation in China, that's impacted the attendance, but still quite amazing. >> Amazing for sure. We're going to be talking about trends and mobility, and all sorts of great things. We have a couple of guests joining us for the first time on "theCUBE." Please welcome Dr. Srinivas Mukkamala or Sri, chief product officer at Ivanti. And Dave Shepherd, VP Ivanti. Guys, welcome to "theCUBE." Great to have you here. >> Thank you. >> So, day one of the conference, Sri, we'll go to you first. Talk about some of the trends that you're seeing in mobility. Obviously, the conference renamed from Mobile World Congress to MWC mobility being part of it, but what are some of the big trends? >> It's interesting, right? I mean, I was catching up with Dave. The first thing is from the keynotes, it took 45 minutes to talk about security. I mean, it's quite interesting when you look at the shore floor. We're talking about Edge, we're talking about 5G, the whole evolution. And there's also the concept of are we going into the Cloud? Are we coming back from the Cloud, back to the Edge? They're really two different things. Edge is all decentralized while you recompute. And one thing I observed here is they're talking about near real-time reality. When you look at automobiles, when you look at medical, when you look at robotics, you can't have things processed in the Cloud. It'll be too late. Because you got to make millisecond-based stations. That's a big trend for me. When I look at staff... Okay, the compute it takes to process in the Cloud versus what needs to happen on-prem, on device, is going to revolutionize the way we think about mobility. >> Revolutionize. David, what are some of the things that you're saying? Do you concur? >> Yeah, 100%. I mean, look, just reading some of the press recently, they're predicting 22 billion IoT devices by 2024. Everything Sri just talked about there. It's growing exponentially. You know, problems we have today are a snapshot. We're probably in the slowest place we are today. Everything's just going to get faster and faster and faster. So it's a, yeah, 100% concur with that. >> You know, Sri, on your point, so Jose Maria Alvarez, the CEO of Telefonica, said there are three pillars of the future of telco, low latency, programmable networks, and Cloud and Edge. So, as to your point, Cloud and low latency haven't gone hand in hand. But the Cloud guys are saying, "All right, we're going to bring the Cloud to the Edge." That's sort of an interesting dynamic. We're going to bypass them. We heard somebody, another speaker say, "You know, Cloud can't do it alone." You know? (chuckles) And so, it's like these worlds need each other in a way, don't they? >> Definitely right. So that's a fantastic way to look at it. The Cloud guys can say, "We're going to come closer to where the computer is." And if you really take a look at it with data localization, where are we going to put the Cloud in, right? I mean, so the data sovereignty becomes a very interesting thing. The localization becomes a very interesting thing. And when it comes to security, it gets completely different. I mean, we talked about moving everything to a centralized compute, really have massive processing, and give you the addition back wherever you are. Whereas when you're localized, I have to process everything within the local environment. So there's already a conflict right there. How are we going to address that? >> Yeah. So another statement, I think, it was the CEO of Ericsson, he was kind of talking about how the OTT guys have heard, "We can't let that happen again. And we're going to find new ways to charge for the network." Basically, he's talking about monetizing the API access. But I'm interested in what you're hearing from customers, right? 'Cause our mindset is, what value you're going to give to customers that they're going to pay for, versus, "I got this data I'm going to charge developers for." But what are you hearing from customers? >> It's amazing, Dave, the way you're looking at it, right? So if we take a look at what we were used to perpetual, and we said we're going to move to a subscription, right? I mean, everybody talks about subscription economy. Telcos on the other hand, had subscription economy for a long time, right? They were always based on usage, right? It's a usage economy. But today, we are basically realizing on compute. We haven't even started charging for compute. If you go to AWS, go to Azure, go to GCP, they still don't quite charge you for actual compute, right? It's kind of, they're still leaning on it. So think about API-based, we're going to break the bank. What people don't realize is, we do millions of API calls for any high transaction environment. A consumer can't afford that. What people don't realize is... I don't know how you're going to monetize. Even if you charge a cent a call, that is still going to be hundreds and thousands of dollars a day. And that's where, if you look at what you call low-code no-code motion? You see a plethora of companies being built on that. They're saying, "Hey, you don't have to write code. I'll give you authentication as a service. What that means is, Every single time you call my API to authenticate a user, I'm going to charge you." So just imagine how many times we authenticate on a single day. You're talking a few dozen times. And if I have to pay every single time I authenticate... >> Real friction in the marketplace, David. >> Yeah, and I tell you what. It's a big topic, right? And it's a topic that we haven't had to deal with at the Edge before, and we hear it probably daily really, complexity. The complexity's growing all the time. That means that we need to start to get insight, visibility. You know? I think a part of... Something that came out of the EU actually this week, stated, you know, there's a cyber attack every 11 seconds. That's fast, right? 2016, that was 40 seconds. So actually that speed I talked about earlier, everything Sri says that's coming down to the Edge, we want to embrace the Edge and that is the way we're going to move. But customers are mindful of the complexity that's involved in that. And that, you know, lens thought to how are we going to deal with those complexities. >> I was just going to ask you, how are you planning to deal with those complexities? You mentioned one ransomware attack every 11 seconds. That's down considerably from just a few years ago. Ransomware is a household word. It's no longer, "Are we going to get attacked?" It's when, it's to what extent, it's how much. So how is Ivanti helping customers deal with some of the complexities, and the changes in the security landscape? >> Yeah. Shall I start on that one first? Yeah, look, we want to give all our customers and perspective customers full visibility of their environment. You know, devices that are attached to the environment. Where are they? What are they doing? How often are we going to look for those devices? Not only when we find those devices. What applications are they running? Are those applications secure? How are we going to manage those applications moving forward? And overall, wrapping it round, what kind of service are we going to do? What processes are we going to put in place? To Sri's point, the low-code no-code angle. How do we build processes that protect our organization? But probably a point where I'll pass to Sri in a moment is how do we add a level of automation to that? How do we add a level of intelligence that doesn't always require a human to be fixing or remediating a problem? >> To Sri, you mentioned... You're right, the keynote, it took 45 minutes before it even mentioned security. And I suppose it's because they've historically, had this hardened stack. Everything's controlled and it's a safe environment. And now that's changing. So what would you add? >> You know, great point, right? If you look at telcos, they're used to a perimeter-based network. >> Yep. >> I mean, that's what we are. Boxed, we knew our perimeter. Today, our perimeter is extended to our home, everywhere work, right? >> Yeah- >> We don't have a definition of a perimeter. Your browser is the new perimeter. And a good example, segueing to that, what we have seen is horizontal-based security. What we haven't seen is verticalization, especially in mobile. We haven't seen vertical mobile security solutions, right? Yes, you hear a little bit about automobile, you hear a little bit about healthcare, but what we haven't seen is, what about food sector? What about the frontline in food? What about supply chain? What security are we really doing? And I'll give you a simple example. You brought up ransomware. Last night, Dole was attacked with ransomware. We have seen the beef producer colonial pipeline. Now, if we have seen agritech being hit, what does it mean? We are starting to hit humanity. If you can't really put food on the table, you're starting to really disrupt the supply chain, right? In a massive way. So you got to start thinking about that. Why is Dole related to mobility? Think about that. They don't carry service and computers. What they carry is mobile devices. that's where the supply chain works. And then that's where you have to start thinking about it. And the evolution of ransomware, rather than a single-trick pony, you see them using multiple vulnerabilities. And Pegasus was the best example. Spyware across all politicians, right? And CEOs. It is six or seven vulnerabilities put together that actually was constructed to do an attack. >> Yeah. How does AI kind of change this? Where does it fit in? The attackers are going to have AI, but we could use AI to defend. But attackers are always ahead, right? (chuckles) So what's your... Do you have a point of view on that? 'Cause everybody's crazy about ChatGPT, right? The banks have all banned it. Certain universities in the United States have banned it. Another one's forcing his students to learn how to use ChatGPT to prompt it. It's all over the place. You have a point of view on this? >> So definitely, Dave, it's a great point. First, we all have to have our own generative AI. I mean, I look at it as your digital assistant, right? So when you had calculators, you can't function without a calculator today. It's not harmful. It's not going to take you away from doing multiplication, right? So we'll still teach arithmetic in school. You'll still use your calculator. So to me, AI will become an integral part. That's one beautiful thing I've seen on the short floor. Every little thing there is a AI-based solution I've seen, right? So ChatGPT is well played from multiple perspective. I would rather up level it and say, generated AI is the way to go. So there are three things. There is human intense triaging, where humans keep doing easy work, minimal work. You can use ML and AI to do that. There is human designing that you need to do. That's when you need to use AI. >> But, I would say this, in the Enterprise, that the quality of the AI has to be better than what we've seen so far out of ChatGPT, even though I love ChatGPT, it's amazing. But what we've seen from being... It's got to be... Is it true that... Don't you think it has to be cleaner, more accurate? It can't make up stuff. If I'm going to be automating my network with AI. >> I'll answer that question. It comes down to three fundamentals. The reason ChatGPT is giving addresses, it's not trained on the latest data. So for any AI and ML method, you got to look at three things. It's your data, it's your domain expertise, who is training it, and your data model. In ChatGPT, it's older data, it's biased to the people that trained it, right? >> Mm-hmm. >> And then, the data model is it's going to spit out what it's trained on. That's a precursor of any GPT, right? It's pre-trained transformation. >> So if we narrow that, right? Train it better for the specific use case, that AI has huge potential. >> You flip that to what the Enterprise customers talk about to us is, insight is invaluable. >> Right. >> But then too much insight too quickly all the time means we go remediation crazy. So we haven't got enough humans to be fixing all the problems. Sri's point with the ChatGPT data, some of that data we are looking at there could be old. So we're trying to triage something that may still be an issue, but it might have been superseded by something else as well. So that's my overriding when I'm talking to customers and we talk ChatGPT, it's in the news all the time. It's very topical. >> It's fun. >> It is. I even said to my 13-year-old son yesterday, your homework's out a date. 'Cause I knew he was doing some summary stuff on ChatGPT. So a little wind up that's out of date just to make that emphasis around the model. And that's where we, with our Neurons platform Ivanti, that's what we want to give the customers all the time, which is the real-time snapshot. So they can make a priority or a decision based on what that information is telling them. >> And we've kind of learned, I think, over the last couple of years, that access to real-time data, real-time AI, is no longer nice to have. It's a massive competitive advantage for organizations, but it's going to enable the on-demand, everything that we expect in our consumer lives, in our business lives. This is going to be table stakes for organizations, I think, in every industry going forward. >> Yeah. >> But assumes 5G, right? Is going to actually happen and somebody's going to- >> Going to absolutely. >> Somebody's going to make some money off it at some point. When are they going to make money off of 5G, do you think? (all laughing) >> No. And then you asked a very good question, Dave. I want to answer that question. Will bad guys use AI? >> Yeah. Yeah. >> Offensive AI is a very big thing. We have to pay attention to it. It's got to create an asymmetric war. If you look at the president of the United States, he said, "If somebody's going to attack us on cyber, we are going to retaliate." For the first time, US is willing to launch a cyber war. What that really means is, we're going to use AI for offensive reasons as well. And we as citizens have to pay attention to that. And that's where I'm worried about, right? AI bias, whether it's data, or domain expertise, or algorithmic bias, is going to be a big thing. And offensive AI is something everybody have to pay attention to. >> To your point, Sri, earlier about critical infrastructure getting hacked, I had this conversation with Dr. Robert Gates several years ago, and I said, "Yeah, but don't we have the best offensive, you know, technology in cyber?" And he said, "Yeah, but we got the most to lose too." >> Yeah, 100%. >> We're the wealthiest nation of the United States. The wealthiest is. So you got to be careful. But to your point, the president of the United States saying, "We'll retaliate," right? Not necessarily start the war, but who started it? >> But that's the thing, right? Attribution is the hardest part. And then you talked about a very interesting thing, rich nations, right? There's emerging nations. There are nations left behind. One thing I've seen on the show floor today is, digital inequality. Digital poverty is a big thing. While we have this amazing technology, 90% of the world doesn't have access to this. >> Right. >> What we have done is we have created an inequality across, and especially in mobility and cyber, if this technology doesn't reach to the last mile, which is emerging nations, I think we are creating a crater back again and putting societies a few miles back. >> And at much greater risk. >> 100%, right? >> Yeah. >> Because those are the guys. In cyber, all you need is a laptop and a brain to attack. >> Yeah. Yeah. >> If I don't have it, that's where the civil war is going to start again. >> Yeah. What are some of the things in our last minute or so, guys, David, we'll start with you and then Sri go to you, that you're looking forward to at this MWC? The theme is velocity. We're talking about so much transformation and evolution in the telecom industry. What are you excited to hear and learn in the next couple of days? >> Just getting a complete picture. One is actually being out after the last couple of years, so you learn a lot. But just walking around and seeing, from my perspective, some vendor names that I haven't seen before, but seeing what they're doing and bringing to the market. But I think goes back to the point made earlier around APIs and integration. Everybody's talking about how can we kind of do this together in a way. So integrations, those smart things is what I'm kind of looking for as well, and how we plug into that as well. >> Excellent, and Sri? >> So for us, there is a lot to offer, right? So while I'm enjoying what I'm seeing here, I'm seeing at an opportunity. We have an amazing portfolio of what we can do. We are into mobile device management. We are the last (indistinct) company. When people find problems, somebody has to go remediators. We are the world's largest patch management company. And what I'm finding is, yes, all these people are embedding software, pumping it like nobody's business. As you find one ability, somebody has to go fix them, and we want to be the (indistinct) company. We had the last smile. And I find an amazing opportunity, not only we can do device management, but do mobile threat defense and give them a risk prioritization on what needs to be remediated, and manage all that in our ITSM. So I look at this as an amazing, amazing opportunity. >> Right. >> Which is exponential than what I've seen before. >> So last question then. Speaking of opportunities, Sri, for you, what are some of the things that customers can go to? Obviously, you guys talk to customers all the time. In terms of learning what Ivanti is going to enable them to do, to take advantage of these opportunities. Any webinars, any events coming up that we want people to know about? >> Absolutely, ivanti.com is the best place to go because we keep everything there. Of course, "theCUBE" interview. >> Of course. >> You should definitely watch that. (all laughing) No. So we have quite a few industry events we do. And especially there's a lot of learning. And we just raised the ransomware report that actually talks about ransomware from a global index perspective. So one thing what we have done is, rather than just looking at vulnerabilities, we showed them the weaknesses that led to the vulnerabilities, and how attackers are using them. And we even talked about DHS, how behind they are in disseminating the information and how it's actually being used by nation states. >> Wow. >> And we did cover mobility as a part of that as well. So there's a quite a bit we did in our report and it actually came out very well. >> I have to check that out. Ransomware is such a fascinating topic. Guys, thank you so much for joining Dave and me on the program today, sharing what's going on at Ivanti, the changes that you're seeing in mobile, and the opportunities that are there for your customers. We appreciate your time. >> Thank you >> Thank you. >> Yes. Thanks, guys. >> Thanks, guys. >> For our guests and for Dave Vellante, I'm Lisa Martin. You're watching "theCUBE" live from MWC23 in Barcelona. As you know, "theCUBE" is the leader in live tech coverage. Dave and I will be right back with our next guest. (gentle upbeat music)

(upbeat music) >> Hello, and welcome to Supercloud2. I'm John Furrier, host of theCUBE here. We're exploring all the new Supercloud trends around multiple clouds, hyper scale gaps in their systems, new innovations, new applications, new companies, new products, new brands emerging from this big inflection point. Got a great guest who's going to unpack it with me today, Ramesh Prabagaran, who's the co-founder and CEO of Prosimo, CUBE alumni. Ramesh, legend in the industry, you've been around. You've seen many cycles. Welcome to Supercloud2. >> Thank you. You're being too kind. >> Well, you know, you guys have been a technical, great technical founding team, multiple ventures, multiple times around the track as they say, but now we're seeing something completely different. This is our second event, kind of we're doing to start the the ball rolling around unpacking this idea of Supercloud which evolved from a riff with me and Dave to now a working group paper, multiple definitions. People are saying they're Supercloud. CloudFlare says this is their version. Someone says there over there. Fitzi over there in the blog is always, you know, challenging us on our definitions, but it's, the consensus is though something's happening. >> Ramesh: Absolutely. >> And what's your take on this kind of big inflection point? >> Absolutely, so if you just look at kind of this in layers right, so you have hyper scalers that are innovating really quickly on underlying capabilities, and then you have enterprises adopting these technologies, right, there is a layer in the middle that I would say is largely missing, right? And one that addresses the gaps introduced by these new capabilities, by the hyper scalers. At the same time, one that actually spans, let's say multiple regions, multiple clouds and so forth. So that to me is kind of the Supercloud layer of sorts. One that helps enterprises adopt the underlying hyper scaler capabilities a lot faster, and at the same time brings a certain level of consistency and homogeneity also. >> What do you think the big driver of Supercloud is? Is it the industry growing up or is it the demand for new kinds of capabilities or both? Or just evolution? What's your take? >> I would say largely it depends on kind of who the entity is that you're talking about, right? And so I would say both. So if you look at one cohort here, it's adoption, right? If I have a externally facing digital presence, for example, then I'm going to scale that up and get to as many subscribers and users no matter what, right? And at that time it's a different set of problems. If you're looking at kind of traditional enterprise inward that are bringing apps into the cloud and so forth, it's a different set of care abouts, right? So both are, I would say, equally important problems to solve for. >> Well, one reality that we're definitely tracking, and it's not really a debate anymore, is hybrid. >> Ramesh: Yep >> Hybrid happened. It happened faster than most people thought. But, you know, we were talking about this in 2015 when it first got kicked around, but now you see hybrid in the cloud, on premises and the edge. This kind of forms that distributed computing paradigm that we've always been predicting. And so if that continues to play out the way it is, you're now going to have a completely distributed, connected internet and sets of systems, intra and external within companies. So again, the world is connected 100%. Everything's changing, right? >> And that introduces. >> It wasn't your grandfather's networking anymore or storage. The game is still the same, but the play, the components are acting differently. What's your take on this? >> Absolutely. No, absolutely. That's a very key important point, and it's one that we always ask our customers right at the front end, right? Because your starting assumptions matter. If you have workloads of workloads in the cloud and data center is something that you want to connect into, then you'll make decisions kind of keeping cloud in the center and then kind of bolt on technologies for what that means to extend it to the data center. If your center of gravity is in the data center, and then cloud is let's say 10% right now, but you see that growing, then what choices do you have? Right, do you want to bring your data center technologies into the cloud because you want that consistency in operations? Or do you want to start off fresh, right? So this is a really key, important question, and one that many of our customers are actually are grappling with, right? They have this notion that going cloud native is the right approach, but at the same time that means I have a bifurcation in kind of how do I operate my data center versus my cloud, right? Two different operating models, and slowly it'll shift over to one. But you're going to have to deal with dual reality for a while. >> I was talking to an old friend of mine, CIO, very experienced CIO. Big time company, large deployment, a lot of IT. I said, so what's the big trend everyone's telling me about IT's going. He goes no, not really. IT's not going away for me. It's going everywhere in the company. >> Ramesh: Exactly. >> So I need to scale my IT-like capabilities everywhere and then make it invisible. >> Ramesh: Correct. >> Which is essentially code words for saying it's going to be completely cloud native everywhere. This is what is happening. Do you agree? >> Absolutely right, and so if you look at what do enterprises care about it? The reason to go to the cloud is to get speed of operations, and it's apps, apps, apps, right? Do you ever have a conversation on networking and infrastructure first? No, that kind of gets brought into the conversation because you want to deal with users, applications and services, right? And so the end goal is essentially how do users communicate with apps and get the right experience, security and whatnot, and how do apps talk to each other and make sure that you get all of the connectivity and security requirements? Underneath the covers, what does this mean for infrastructure, networking, security and whatnot? It's actually going to be someone else's job, right? And you shouldn't have to think too much about it. So this whole notion of kind of making that transparent is real actually, right? But at the same time, us and all the guys that we talk to on the customer side, that's their job, right? Like we have to work towards making that transparent. Some are going to be in the form of capability, some are going to be driven by data, but that's really where the two worlds are going to come together. >> Lots of debates going on. We just heard from Bob Muglia here on Supercloud2. He said Supercloud's a platform that provides programmatically consistent services hosted on heterogeneous cloud providers. So the question that's being debated is is Supercloud a platform or an architecture in your view? >> Okay, that's a tough one actually. I'm going to side on the side on kind of the platform side right, and the reason for that is architectural choices are things that you make ahead of time. And you, once you're in, there really isn't a fork in the road, right? Platforms continue to evolve. You can iterate, innovate and so on and so forth. And so I'm thinking Supercloud is more of a platform because you do have a choice. Hey, am I going AWS, Azure, GCP. You make that choice. What is my center of gravity? You make that choice. That's kind of an architectural decision, right? Once you make that, then how do I make things work consistently across like two or three clouds? That's a platform choice. >> So who's responsible for the architecture as the platform, the vendor serving the platform or is the platform vendor agnostic? >> You know, this is where you have to kind of peel the onion in layers, right? If you talk about applications, you can't go to a developer team or an app team and say I want you to operate on Google or AWS. They're like I'll pick the cloud that I want, right? Now who are we talking to? The infrastructure guys and the networking guys, right? They want to make sure that it's not bifurcated. It's like, hey, I want to make sure whatever I build for AWS I can equally use that on Azure. I can equally use that on GCP. So if you're talking to more of the application centric teams who really want infrastructure to be transparent, they'll say, okay, I want to make this choice of whether this is AWS, Azure, GCP, and stick to that. And if you come kind of down the layers of the stack into infrastructure, they are thinking a little more holistically, a little more Supercloud, a little more multicloud, and that. >> That's a good point. So that brings up the deployment question. >> Ramesh: Exactly! >> I want to ask you the next question, okay, what is the preferred deployment in your opinion for a Supercloud narrative? Is it single instance, spread it around everywhere? What's the, do you have a single global instance or do you have everything synchronized? >> So I would say first layer of that Supercloud really kind of fix the holes that have been introduced as a result of kind of adopting the hyper scaler technologies, right? So each, the hyper scalers have been really good at innovating and providing really massive scale elastic capabilities, right? But once you start to build capabilities on top of that to help serve the application, there's a few holes start to show up. So first job of Supercloud really is to plug those holes, right? Second is can I get to an operating model, so that I can replicate this not just in a single region, but across multiple regions, same cloud, and then across multiple clouds, right? And so both of those need to be solved for in order to be (cross talking). >> So is that multiple instantiations of the stack or? >> Yeah, so this again depends on kind of the capability, right? So if you take a more solution view, and so I can speak for kind of networking security combined right? There you always take a solution view. You don't ever look at, you know, what does this mean for a single instance in a single region. You take a macro view, and then you then break it down into what does this mean for region, what does it mean for instance, what does this mean for AZs? And so on and so forth. So you kind of have to go top to bottom. >> Okay, welcome you down into the trap now. Okay, synchronizing the data, latency, these are all questions. So what does the network Supercloud look like to you? Because networking is big here. >> Ramesh: Yes, absolutely. >> This is what you guys do. >> Exactly, yeah. So the different set of problems as you go up the stack, right? So if you have hundreds of workloads in a single region, the set of problems you're dealing with there are kind of app native connectivity, how do I go from kind of east/west, all of those fun things, right? Which are usually bound in terms of latency. You don't have those challenges as much, but can you build your entire enterprise application architecture in one region? No, you're going to have to create multiple instances, right? So my data lake is invariably going to be in one place. My business logic is going to be spread across a few places. What does that bring in? I need to go across regions. Am I going to put those two regions right next to each other? No, I'm not going to, right? I'm going to have places in Europe. I'm going to have APAC, and I'm going to have a North American presence, and I need to bring all these things together. So this is where, back to your point, latency really matters, right? Because I need to be able to find out not just best path but also how do I reduce the millisecond, microseconds that my application cares about, which brings in a layer of optimization and then so on and so on and so forth. So this is what we call kind of to borrow the Prosimo language full stack networking, right? Because I'm not just dealing with how do I go from one region to another because that's laws of physics. I can only control so much. But there are a few elements up the application stack in software that you can tweak to actually bring these things closer and closer. >> And on that point, you're seeing security being talked a lot more at the network layer. So how do you secure the Supercloud at the network layer? What's that look like? >> Yeah, we've been grappling with essentially is security kind of foundational, and then is the network on top. And then we had an alternative viewpoint which is kind of network and then security on top. And the answer is actually it's neither, right? It's almost like a meshed up sandwich of sorts. So you need to have networking security work really well together, right? Case in point, I mean we were talking to a customer yesterday. He said, hey, I have my data lake in one region that needs to talk to an analytics service in a completely different region of a different cloud. These two things just need to be able to talk to each other, which means I need to bring elements of networking. I need to bring elements of security, secure access, app segmentation, all of those things. Very simple, I have an analytics service that needs to contact a data lake. That's what he starts with, but then before you know it, it actually brings up a whole stack underneath, so that's. >> VMware calls that cloud chaos. >> Ramesh: Yes, exactly. >> And then that's the halfway point between cloud smart. Cloud first, cloud chaos, cloud smart, and the next thing, you can skip that whole step. But again, again, it's pick your strategy right? Again, this comes back down to your earlier point. I want to ask you from a customer standpoint, you got the hyper scalers doing very, very well. >> Ramesh: Yep, absolutely. >> And I love what their Amazon's doing. I think Microsoft again though they had a little bit of downgrade are catching up fast, and they have their installed base. So you got the land of the installed bases. >> Correct. >> First and greater, better cloud. Install base getting better, almost as good, almost as good is a gift, but close. Now you have them specializing. Silicon, special silicon. So there's gaps for other services. >> Ramesh: Correct. >> And Amazon Web Services, Adam Selipsky's a open book saying, hey, we want our ecosystem to pick up these gaps and build on them. Go ahead, go to town. >> So this is where I think choices are tough, right? Because if you had one choice, you would work with it, and you would work around it, right? Now I have five different choices. Now what do I do? Our viewpoint is there are a bunch of things that say AWS does really, really well. Use that as a foundational layer, right? Like don't reinvent the wheel on those things. Transit gateways, global accelerators and whatnot, they exist for a reason. Billions of dollars have gone into building those things. Use that foundational layer, right? But what you want to build on top of that is actually driven by the application. The requirements of a lambda application that's serverless, it's very different than a packaged application that's responding for transactions, right? Like it's just completely very, very different. And so bring in the right set of capabilities required for those set of applications, and then you go based on that. This is also where I think whether something is a regional construct versus an overall global construct really, really matters, right? Because if you start with the assumption that everything is going to be built regionally, then it's someone else's job to make sure that all of these things are connected. But if you start with kind of the global purview, then the rest of them start to (cross talking). >> What are some of the things that the enterprises might want that are gaps that are going to be filled by the, by startups like you guys and the ecosystem because we're seeing the ecosystem form into two big camps. >> Ramesh: Yep. >> ISVs, which is an old school definition of independent software vendor, aka someone who writes software. >> Ramesh: Exactly. >> SaaS app. >> Ramesh: Correct. >> And then ecosystem software players that were once ISVs now have people building on top of them. >> Ramesh: Correct. >> They're building on top of the cloud. So you have that new hyper scale effect going on. >> Ramesh: Exactly. >> You got ISVs, which is software developers, software vendors. >> Ramesh: Correct. >> And ecosystems. >> Yep. >> What's that impact of that? Cause it's a new dynamic. >> Exactly, so if you take kind of enterprises, want to make sure that that their apps and the data center migrate to the cloud, new apps are developed the right way in the cloud, right? So that's kind of table stakes. So now what choices do they have? They listen to AWS and say, okay, I have all these cloud native services. I want to be able to instantiate all that. Now comes the interesting choice that they have to make. Do I go hire a whole bunch of people and do it myself or do I go there on the platform route, right? Because I made an architectural choice. Now I have to decide whether I want to do this myself or the platform choice. DIY works great for some, but you don't know what you're getting into, and it's people involved, right? People, process, all those fun things involved, right? So we show up there and say, you don't know what you don't know, right? Like because that's the nature of it. Why don't you invest in a platform like what what we provide, and then you actually build on top of it. We will, it's our job to make sure that we keep up with the innovation happening underneath the covers. And at the same time, this is not a closed ended system. You can actually build on top of our platform, right? And so that actually gives you a good mix. Now the care abouts are interesting. Some apps care about experience. Some apps care about latency. Some apps are extremely charty and extremely data intensive, but nobody wants to pay for it, right? And so it's a interesting Jenga that you have to play between experience versus security versus cost, right? And that makes kind of head of infrastructure and cloud platform teams' life really, really, really interesting. >> And this is why I love your background, and Stu Miniman, when he was with theCUBE, and now he's at Red Hat, we used to riff about the network and how network folks are now, those concepts are now up the top of the stack because the cloud is one big network effect. >> Ramesh: Exactly, correct. >> It's a computer. >> Yep, absolutely. No, and case in point, right, like say we're in let's say in San Jose here or or Palo Alto here, and let's say my application is sitting in London, right? The cloud gives you different express lanes. I can go down to my closest pop location provided by AWS and then I can go ride that all the way up to up to London. It's going to give me better performance, low latency, but I'm going to have to incur some costs associated with it. Or I can go all the wild internet all the way from Palo Alta up to kind of the ingress point into London and then go access, but I'm spending time on the wild internet, which means all kinds of fun things happen, right? But I'm not paying much, but my experience is not going to be so great. So, and there are various degrees of shade in them, of gray in the middle, right? So how do you pick what? It all kind of is driven by the applications. >> Well, we certainly want you back for Supercloud3, our next version of this virtual/live event here in our Palo Alto studios. Really appreciate you coming on. >> Absolutely. >> While you're here, give a quick plug for the company. Next minute, we can take a minute to talk about the success of the company. >> Ramesh: Absolutely. >> I know you got a fresh financing this past year. Plenty of money in the bank, going to ride this new wave, Supercloud wave. Give us a quick plug. >> Absolutely, yeah. So three years going on to four this calendar year. So it's an interesting time for the company. We have proven that our technology, product and our initial customers are quite happy with it. Now comes essentially more of those and scale and so forth. That's kind of the interesting phase that we are in. Also heartened to see quite a few of kind of really large and dominant players in the market, partners, channels and so forth, invest in us to take this to the next set of customers. I would say there's been a dramatic shift in the conversation with our customers. The first couple of years or so of the company, we are about three years old right now, was really about us educating them. This is what you need. This is what you need. Now actually it's a lot of just pull, right? We've seen a good indication, as much as a hate RFIs, a good indication is the number of RFIs that show up at our door saying we want you to participate in this because we want to understand more, right? And so as a, I think we are at an interesting point of the, of that shift. >> RFIs always like do all this work and hope for the best. Pray for a deal. You know, you guys on the right side of history. If a customer asks with respect to Supercloud, multicloud, is that your focus? Is that the direction you guys are going into? >> Yeah, so I would say we are kind of both, right? Supercloud and multicloud because we, our customers are hybrid, multiple clouds, all of the above, right? Our main pitch and kind of value back to the customers is go embrace cloud native because that's the right approach, right? It doesn't make sense to go reinvent the wheel on that one, but then make a really good choice about whether you want to do this yourself or invest in a platform to make your life easy. Because we have seen this story play out with many many enterprises, right? They pick the right technologies. They do a simple POC overnight, and they say, yeah, I can make this work for two apps, right? And then they say, yes, I can make this work for 100. You go down a certain path. You hit a wall. You hit a wall, and it's a hard wall. It's like, no, there isn't a thing that you can go around it. >> A lot of dead bodies laying around. >> Ramesh: Exactly. >> Dead wall. >> And then they have to unravel around that, and then they come talk to us, and they say, okay, now what? Like help me, help me through this journey. So I would say to the extent that you can do this diligence ahead of time, do that, and then, and then pick the right platform. >> You've got to have the talent. And you got to be geared up. You got to know what you're getting into. >> Ramesh: Exactly. >> You got to have the staff to do this. >> And cloud talent and skillset in particular, I mean there's lots available but it's in pockets right? And if you look at kind of web three companies, they've gone and kind of amassed all those guys, right? So enterprises are not left with the cream of the crop. >> John: They might be coming back. >> Exactly, exactly, so. >> With this downturn. Ramesh, great to see you and thanks for contributing to Supercloud2, and again, love your team. Very technical team, and you're in the right side of history in this one. Congratulations. >> Ramesh: No, and thank you, thank you very much. >> Okay, this is Supercloud2. I'm John Furrier with Dave Vellante. We'll be back right after this short break. (upbeat music)

(upbeat music) >> Welcome back to Supercloud two where we're gathering a number of industry luminaries to discuss the future of cloud services. And we'll be focusing on various real world practitioners today, their challenges, their opportunities with an emphasis on data, self-service infrastructure and how organizations are evolving their data and cloud strategies to prepare for that next era of digital innovation. And we really believe that support for multiple cloud estates is a first step of any Supercloud. And in that regard Oracle surprise some folks with its Azure collaboration the Oracle database and exit database services. And to discuss the challenges of developing a mission critical Supercloud we welcome Juan Loaiza, who's the executive vice president of Mission Critical Database Technologies at Oracle. Juan, you're many time CUBE alums so welcome back to the show. Great to see you. >> Great to see you, and happy to be here with you. >> Yeah, thank you. So a lot of people felt that Oracle was resistant to multicloud strategies and preferred to really have everything run just on the Oracle cloud infrastructure, OCI and maybe that was a misperception maybe you guys were misunderstood or maybe you had to change your heart. Take us through the decision to support multiple cloud platforms >> Now we've supported multiple cloud platforms for many years, so I think that was probably a misperception. Oracle database, we partnered up with Amazon very early on in their cloud when they had kind of the the first cloud out there. And we had Oracle database running on their cloud. We have backup, we have a lot of stuff running. So, yeah, part of the philosophy of Oracle has always been we partner with every platform. We're very open we started with SQL and APIs. As we develop new technologies we push them into the SQL standard. So that's always been part of the ecosystem at Oracle. That's how we think we get an advantage by being more open. I think if we try to create this isolated little world it actually hurts us and hurts customers. So for us it's a win-win to be open across the clouds. >> So Supercloud is this concept that we put forth to describe a platform or some people think it's an architecture if you have an opinion, and I'd love to hear it but it provides a programmatically consistent set of services that hosted on heterogeneous cloud providers. And so we look at the Oracle database service for Azure as fitting within this definition. In your view, is this accurate? >> Yeah, I would broaden it. I'd see a little bit more than that. We just think that services should be available from everywhere, right? So, I mean, it's a little bit like if you go back to the pre-internet world, there was things like AOL and CompuServe and those were kind of islands. And if you were on AOL, you really didn't have access to anything on CompuServe and vice versa. And the cloud world has evolved a little bit like that. And we just think that's the wrong model. They shouldn't these clouds are part of the world and they need to be interconnected like all the rest of the world. It's been a long time with telephones internet, everything, everything's interconnected. Everything should work seamlessly together. So that's how we believe if you're running in one cloud and you're running let's say an application, one cloud you want to use a service from another cloud should be completely simple to do that. It shouldn't be, I can only use what's in AOL or CompuServe or whatever else. It should not be isolated. >> Well, we got a long way to go before that Nirvana exists but one example is the Oracle database service with Azure. So what exactly does that service provide? I'm interested in how consistent the service experience is across clouds. Did you create a purpose-built PaaS layer to achieve this common experience? Or is it off the shelf Terraform? Is there unique value in the PaaS layer? Let's dig into some of those questions. I know I just threw six at you. >> Yeah, I mean, so what this is, is what we're trying to do is very simple. Which is, for example, starting with the Oracle database we want to make that seamless to use from anywhere you're running. Whether it's on-prem, on some other cloud, anywhere else you should be able to seamlessly use the Oracle database and it should look like the internet. There's no friction. There's not a lot of hoops you got to jump just because you're trying to use a database that isn't local to you. So it's pretty straightforward. And in terms of things like Azure, it's not easy to do because all these clouds have a lot of kind of very unique technologies. So what we've done is at Oracle is we've said, "Okay we're going to make Oracle database look exactly like if it was running on Azure." That means we'll use the Azure security systems, the identity management systems, the networking, there's things like monitoring and management. So we'll push all these technologies. For example, when we have monitoring event or we have alerts we'll push those into the Azure console. So as a user, it looks to you exactly as if that Oracle database was running inside Azure. Also, the networking is a big challenge across these clouds. So we've basically made that whole thing seamless. So we create the super high bandwidth network between Azure and Oracle. We make sure that's extremely low latency, under two milliseconds round trip. It's all within the local metro region. So it's very fast, very high bandwidth, very low latency. And we take care establishing the links and making sure that it's secure and all that kind of stuff. So at a high level, it looks to you like the database is--even the look and feel of the screens. It's the Azure colors, it's the Azure buttons it's the Azure layout of the screens so it looks like you're running there and we take care of all the technical details underlying that which there's a lot which has taken a lot of work to make it work seamlessly. >> In the magic of that abstraction. Juan, does it happen at the PaaS layer? Could you take us inside that a little bit? Is there intelligence in there that helps you deal with latency or are there any kind of purpose-built functions for this service? >> You could think of it as... I mean it happens at a lot of different layers. It happens at the identity management layer, it happens at the networking layer, it happens at the database layer, it happens at the monitoring layer, at the management layer. So all those things have been integrated. So it's not one thing that you just go and do. You have to integrate all these different services together. You can access files in Azure from the Oracle database. Again, that's completely seamless. You, it's just like if it was local to our cloud you get your Azure files in your kind of S3 equivalent. So yeah, the, it's not one thing. There's a whole lot of pieces to the ecosystem. And what we've done is we've worked on each piece separately to make sure that it's completely seamless and transparent so you don't have to think about it, it just works. >> So you kind of answered my next question which is one of the technical hurdles. It sounds like the technical hurdles are that integration across the entire stack. That's the sort of architecture that you've built. What was the catalyst for this service? >> Yeah, the catalyst is just fulfilling our vision of an open cloud world. It's really like I said, Oracle, from the very beginning has been believed in open standards. Customers should be able to have choice customers should be able to use whatever they want from wherever they want. And we saw that, you know in the new world of cloud that had broken down everybody had their own authentication system management system, monitoring system networking system, configuration system. And it became very difficult. There was a lot of friction to using services across cloud. So we said, "Well, okay we can fix that." It's work, it's significant amount of work but we know how to do it and let's just go do it and make it easy for customers. >> So given Oracle is really your main focus is on mission critical workloads. You talked about this low latency network, I mean but you still have physical distances, so how are you managing that latency? What's the experience been for customers across Azure and OCI? >> Yeah, so it, it's a good point. I mean, latency can be an issue. So the good thing about clouds is we have a lot of cloud data centers. We have dozens and dozens of cloud data centers around the world. And Azure has dozens and dozens of cloud data centers. And in most cases, they're in the same metro region because there's kind of natural metro regions within each country that you want to put your cloud data centers in. So most of our data centers are actually very close to the Azure data centers. There's the kind of northern Virginia, there's London, there's Tokyo I mean, there's natural places where everybody puts their data centers Seoul et cetera. And so that's the real key. So that allows us to put a very high bandwidth and low latency network. The real problems with latency come when you're trying to go along physical distance. If you're trying to connect, you know across the Pacific or you know across the country or something like that, then you can get in trouble with latency within the same metro region. It's extremely fast. It tends to be around one, you know the highest two millisecond that's roundtrip through all the routers and connections and gateways and everything else. With everything taken into consideration, what we guarantee is it's always less than two millisecond which is a very low latency time. So that tends to not be a problem because it's extremely low latency. >> I was going to ask you less than two milliseconds. So, earlier in the program we had Jack Greenfield who runs architecture for Walmart, and he was explaining what we call their Supercloud, and it's runs across Azure, GCP, and they're on-prem. They have this thing called the triplet model. So my question to you is, are you in situations where you guaranteeing that less than two milliseconds do you have situations where you're bringing, you know Exadata Cloud, a customer on-prem to achieve that? Or is this just across clouds? >> Yeah, in this case, we're talking public cloud data center to public cloud data center. >> Oh okay. >> So add your public cloud data center to Oracle Public Cloud data center. They're in the same metro region. We set up the connections, we do all the technology to make it seamless. And from a customer point of view they don't really see the network. Also, remember that SQL is actually designed to have very low bandwidth and latency requirements. So it is a language. So you don't go to the database and say do this one little thing for me. You send it a SQL statement that can actually access lots of data while in the database. So the real latency requirement of a SQL database is within the database. So I need to access all that data fast. So I need very fast access to storage very fast access across node. That's what exit data gives you. But you send one request and that request can do a huge amount of work and then return one answer. And that's kind of the design point of SQL. So SQL is inherently low bandwidth requirements, it was used back in the eighties when we used to have 10 megabit networks and the the biggest companies in the world ran back then. So right now we're talking over hundred hundreds of gigabits. So it's really not much of a challenge. When you're designed to run on 10 megabit to say, okay I'm going to give you 10,000 times what you were designed for it's really, it's a pretty low hurdle jump. >> What about the deployment models? How do you handle this? Is it a single global instance across clouds or do you sort of instantiate in each you got exudate in Azure and exudates in OCI? What's the deployment model look like? >> It's pretty straightforward. So customer decides where they want to run their application and database. So there's natural places where people go. If you're in Tokyo, you're going to choose the local Tokyo data centers for both, you know Microsoft and Oracle. If you're in London, you're going to do that. If you're in California you're going to choose maybe San Jose, something like that. So a customer just chooses. We both have data centers in that metro region. So they create their service on Azure and then they go to our console which looks just like an Azure console and say all right create me a database. And then we choose the closest Oracle data center which is generally a few miles away, and then it it all gets created. So from a customer point of view, it's very straightforward. >> I'm always in awe about how simple you make things sound. All right what about security? You talked a little bit before about identity access how you sort of abstracting the Azure capabilities away so that you've simplified it for your customers but are there any other specific security things that you need to do? How much did you have to abstract the underlying primitives of Azure or OCI to present that common experience to customers? >> Yeah, so there's really two big things. One is the identity management. Like my name is X on Azure and I have this set of privileges. Oracle has its own identity management system, right? So what we didn't want is that you have to kind of like bridge these things yourself. It's a giant pain to do that. So we actually what we call federate across these identity managements. So you put your credentials into Azure and then they automatically get to use the exact same credentials and identity in the Oracle cloud. So again, you don't have to think about it, it just works. And then the second part is that the whole bridging the network. So within a cloud you generally have virtual network that's private to your company. And so at Oracle, we bridge the private network that you created in, for example, Azure to the private network that we create for you in Oracle. So it is still a private network without you having to do a whole bunch of work. So it's just like if you were in your own data center other people can't get into your network. So it's secured at the network level, it's secured at the identity management, and encryption level. And again we did a lot of work to make that seamless for customers and they don't have to worry about it because we did the work. That's really as simple as it gets. >> That's what's Supercloud's supposed to be all about. Alright, we were talking earlier about sort of the misperception around multicloud, your view of Open I think, which is you run the Oracle database, wherever the customer wants to run it. So you got this database service across OCI and Azure customers today, they run Oracle database in AWS. You got heat wave, MySQL, heat wave that you announced on AWS, Google touts a bare metal offering where you can run Oracle on GCP. Do you see a day when you extend an OCI Azure like situation across multiple clouds? Would that bring benefits to customers or will the world of database generally remain largely fenced with maybe a few exceptions like what you're doing with OCI and Azure? I'm particularly interested in your thoughts on egress fees as maybe one of the reasons that there is a barrier to this happening and why maybe these stove pipes, exist today and in the future. What are your thoughts on that? >> Yeah, we're very open to working with everyone else out there. Like I said, we've always been, big believers in customers should have choice and you should be able to run wherever you want. So that's been kind of a founding principle of Oracle. We have the Azure, we did a partnership with them, we're open to doing other partnerships and you're going to see other things coming down the pipe on the topic of egress. Yeah, the large egress fees, it's pretty obvious what goes on with that. Various vendors like to have large egress fees because they want to keep things kind of locked into their cloud. So it's not a very customer friendly thing to do. And I think everybody recognizes that it's really trying to kind of course or put a lot of friction on moving data out of a particular cloud. And that's not what we do. We have very, very low egress fees. So we don't really do that and we don't think anybody else should do that. But I think customers at the end of the day, will win that battle. They're going to have to go back to their vendor and say, well I have choice in clouds and if you're going to impose these limits on me, maybe I'll make a different choice. So that's ultimately how these things get resolved. >> So do you think other cloud providers are going to take a page out of what you're doing with Azure and provide similar solutions? >> Yeah, well I think customers want, I mean, I've talked to a lot of customers, this is what they want, right? I mean, there's really no doubt no customer wants to be locked into a single ecosystem. There's nobody out there that wants that. And as the competition, when they start seeing an open ecosystem evolving they're going to be like, okay, I'd rather go there than the closed ecosystem, and that's going to put pressure on the closed ecosystems. So that's the nature of competition. That's what ultimately will tip the balance on these things. >> So Juan, even though you have this capability of distributing a workload across multiple clouds as in our Supercloud premise it's still something that's relatively new. It's a big decision that maybe many people might consider somewhat of a risk. So I'm curious who's driving the decisions for your initial customers? What do they want to get out of it? What's the decision point there? >> Yeah, I mean, this is generally driven by customers that want a specific technology in a cloud. I think the risk, I haven't seen a lot of people worry too much about the risk. Everybody involved in this is a very well known, very reputable firm. I mean, Oracle's been around for 40 years. We run most of the world's largest companies. I think customers understand we're not going to build a solution that's going to put their technology and their business at risk. And the same thing with Azure and others. So I don't see customers too worried about this is a risky move because it's really not. And you know, everybody understands networking at the end the day networking works. I mean, how does the internet work? It's a known quantity. It's not like it's some brand new invention. What we're really doing is breaking down the barriers to interconnecting things. Automating 'em, making 'em easy. So there's not a whole lot of risk here for customers. And like I said, every single customer in the world loves an open ecosystem. It's just not a question. If you go to a customer would you rather put your technology or your business to run on a closed ecosystem or an open system? It's kind of not even worth asking a question. It's a no-brainer. >> All right, so we got to go. My last question. What do you think of the term "Supercloud"? You think it'll stick? >> We'll see. There's a lot of terms out there and it's always fun to see which terms stick. It's a cool term. I like it, but the decision makers are actually the public, what sticks and what doesn't. It's very hard to predict. >> Yeah well, it's been a lot of fun having you on, Juan. Really appreciate your time and always good to see you. >> All right, Dave, thanks a lot. It's always fun to talk to you. >> You bet. All right, keep it right there. More Supercloud two content from theCUBE Community Dave Vellante for John Furrier. We'll be right back. (upbeat music)

(intro music) >> Good afternoon guys and gals. Welcome back to The Strip, Las Vegas. It's "theCUBE" live day four of our coverage of "AWS re:Invent". Lisa Martin, Dave Vellante. Dave, we've had some awesome conversations the last four days. I can't believe how many people are still here. The AWS ecosystem seems stronger than ever. >> Yeah, last year we really noted the ecosystem, you know, coming out of the isolation economy 'cause everybody had this old pent up demand to get together and the ecosystem, even last year, we were like, "Wow." This year's like 10x wow. >> It really is 10x wow, it feels that way. We're going to have a 10x wow conversation next. We're bringing back DataStax to "theCUBE". Please welcome Thomas Bean, it's CMO. Thomas welcome to "theCUBE". >> Thanks, thanks a lot, thanks for having me. >> Great to have you, talk to us about what's going on at DataStax, it's been a little while since we talked to you guys. >> Indeed, so DataStax, we are the realtime data company and we've always been involved in technology such as "Apache Cassandra". We actually created to support and take this, this great technology to the market. And now we're taking it, combining it with other technologies such as "Apache Pulse" for streaming to provide a realtime data cloud. Which helps our users, our customers build applications faster and help them scale without limits. So it's all about mobilizing all of this information that is going to drive the application going to create the awesome experience, when you have a customer waiting behind their mobile phone, when you need a decision to take place immediately to, that's the kind of data that we, that we provide in the cloud on any cloud, but especially with, with AWS and providing the performance that technologies like "Apache Cassandra" are known for but also with market leading unit economics. So really empowering customers to operate at speed and scale. >> Speaking of customers, nobody wants less data slower. And one of the things I think we learned in the in the pan, during the pandemic was that access to realtime data isn't nice to have anymore for any business. It is table stakes, it's competitive advantage. There's somebody right behind in the rear view mirror ready to take over. How has the business model of DataStax maybe evolved in the last couple of years with the fact that realtime data is so critical? >> Realtime data has been around for some time but it used to be really niches. You needed a lot of, a lot of people a lot of funding actually to, to implement these, these applications. So we've adapted to really democratize it, made super easy to access. Not only to start developing but also scaling. So this is why we've taken these great technologies made them serverless cloud native on the cloud so that developers could really start easily and scale. So that be on project products could be taken to the, to the market. And in terms of customers, the patterns is we've seen enterprise customers, you were talking about the pandemic, the Home Depot as an example was able to deliver curbside pickup delivery in 30 days because they were already using DataStax and could adapt their business model with a real time application that combines you were just driving by and you would get the delivery of what exactly you ordered without having to go into the the store. So they shifted their whole business model. But we also see a real strong trend about customer experiences and increasingly a lot of tech companies coming because scale means success to them and building on, on our, on our stack to, to build our applications. >> So Lisa, it's interesting. DataStax and "theCUBE" were started the same year, 2010, and that's when it was the beginning of the ascendancy of the big data era. But of course back then there was, I mean very little cloud. I mean most of it was on-prem. And so data stacks had, you know, had obviously you mentioned a number of things that you had to do to become cloud friendly. >> Thomas: Yes. >> You know, a lot of companies didn't make it, make it through. You guys just raised a bunch of dough as well last summer. And so that's been quite a transformation both architecturally, you know, bringing the customers through. I presume part of that was because you had such a great open source community, but also you have a unique value problem. Maybe you could sort of describe that a little. >> Absolutely, so the, I'll start with the open source community where we see a lot of traction at the, at the moment. We were always very involved with, with the "Apache Cassandra". But what we're seeing right now with "Apache Cassandra" is, is a lot of traction, gaining momentum. We actually, we, the open source community just won an award, did an AMA, had a, a vote from their readers about the top open source projects and "Apache Cassandra" and "Apache Pulse" are part of the top three, which is, which is great. We also run a, in collaboration with the Apache Project, the, a series of events around the, around the globe called "Cassandra Days" where we had tremendous attendance. We, some of them, we had to change venue twice because there were more people coming. A lot of students, a lot of the big users of Cassandra like Apple, Netflix who spoke at these, at these events. So we see this momentum actually picking up and that's why we're also super excited that the Linux Foundation is running the Cassandra Summit in in March in San Jose. Super happy to bring that even back with the rest of the, of the community and we have big announcements to come. "Apache Cassandra" will, will see its next version with major advances such as the support of asset transactions, which is going to make it even more suitable to more use cases. So we're bringing that scale to more applications. So a lot of momentum in terms of, in terms of the, the open source projects. And to your point about the value proposition we take this great momentum to which we contribute a lot. It's not only about taking, it's about giving as well. >> Dave: Big committers, I mean... >> Exactly big contributors. And we also have a lot of expertise, we worked with all of the members of the community, many of them being our customers. So going to the cloud, indeed there was architectural work making Cassandra cloud native putting it on Kubernetes, having the right APIs for developers to, to easily develop on top of it. But also becoming a cloud company, building customer success, our own platform engineering. We, it's interesting because actually we became like our partners in a community. We now operate Cassandra in the cloud so that all of our customers can benefit from all the power of Cassandra but really efficiently, super rapidly, and also with a, the leading unit economies as I mentioned. >> How will the, the asset compliance affect your, you know, new markets, new use cases, you know, expand your TAM, can you explain that? >> I think it will, more applications will be able to tap into the power of, of "NoSQL". Today we see a lot on the customer experience as IOT, gaming platform, a lot of SaaS companies. But now with the ability to have transactions at the database level, we can, beyond providing information, we can go even deeper into the logic of the, of the application. So it makes Cassandra and therefore Astra which is our cloud service an even more suitable database we can address, address more even in terms of the transaction that the application itself will, will support. >> What are some of the business benefits that Cassandra delivers to customers in terms of business outcomes helping businesses really transform? >> So Cassandra brings skill when you have millions of customers, when you have million of data points to go through to serve each of the customers. One of my favorite example is Priceline, who runs entirely on our cloud service. You may see one offer, but it's actually everything they know about you and everything they have to offer matched while you are refreshing your page. This is the kind of power that Cassandra provide. But the thing to say about "Apache Cassandra", it used to be also a database that was a bit hard to manage and hard to develop with. This is why as part of the cloud, we wanted to change these aspects, provide developers the API they like and need and what the application need. Making it super simple to operate and, and, and super affordable, also cost effective to, to run. So the the value to your point, it's time to market. You go faster, you don't have to worry when you choose the right database you're not going to, going to have to change horse in the middle of the river, like sixth month down the line. And you know, you have the guarantee that you're going to get the performance and also the best, the best TCO which matters a lot. I think your previous person talking was addressing it. That's also important especially in the, in a current context. >> As a managed service, you're saying, that's the enabler there, right? >> Thomas: Exactly. >> Dave: That is the model today. I mean, you have to really provide that for customers. They don't want to mess with, you know, all the plumbing, right? I mean... >> Absolutely, I don't think people want to manage databases anymore, we do that very well. We take SLAs and such and even at the developer level what they want is an API so they get all the power. All of of this powered by Cassandra, but now they get it as a, and it's as simple as using as, as an API. >> How about the ecosystem? You mentioned the show in in San Jose in March and the Linux Foundation is, is hosting that, is that correct? >> Yes, absolutely. >> And what is it, Cassandra? >> Cassandra Summit. >> Dave: Cassandra Summit >> Yep. >> What's the ecosystem like today in Cassandra, can you just sort of describe that? >> Around Cassandra, you have actually the big hyperscalers. You have also a few other companies that are supporting Cassandra like technologies. And what's interesting, and that's been a, a something we've worked on but also the "Apache Project" has worked on. Working on a lot of the adjacent technologies, the data pipelines, all of the DevOps solutions to make sure that you can actually put Cassandra as part of your way to build these products and, and build these, these applications. So the, the ecosystem keeps on, keeps on growing and actually the, the Cassandra community keeps on opening the database so that it's, it's really easy to have it connect to the rest of the, the rest environment. And we benefit from all of this in our Astra cloud service. >> So things like machine learning, governance tools that's what you would expect in the ecosystem forming around it, right? So we'll see that in March. >> Machine learning is especially a very interesting use case. We see more and more of it. We recently did a, a nice video with one of our customers called Unifour who does exactly this using also our abstract cloud service. What they provide is they analyze videos of sales calls and they help actually the sellers telling them, "Okay here's what happened here was the customer sentiment". Because they have proof that the better the sentiment is, the shorter the sell cycle is going to be. So they teach the, the sellers on how to say the right things, how to control the thing. This is machine learning applied on video. Cassandra provides I think 200 data points per second that feeds this machine learning. And we see more and more of these use cases, realtime use cases. It happens on the fly when you are on your phone, when you have a, a fraud maybe to detect and to prevent. So it is going to be more and more and we see more and more of these integration at the open source level with technologies like even "Feast" project like "Apache Feast". But also in the, in, in the partners that we're working with integrating our Cassandra and our cloud service with. >> Where are customer conversations these days, given that every company has to be a data company. They have to be able to, to democratize data, allow access to it deep into the, into the organizations. Not just IT or the data organization anymore. But are you finding that the conversations are rising up the, up the stack? Is this, is this a a C-suite priority? Is this a board level conversation? >> So that's an excellent question. We actually ran a survey this summer called "The State of the Database" where we, we asked these tech leaders, okay what's top of mind for you? And real time actually was, was really one of the top priorities. And they explained for the one that who call themselves digital leaders that for 71% of them they could correlate directly the use of realtime data, the quality of their experience or their decision making with revenue. And that's really where the discussion is. And I think it's something we can relate to as users. We don't want the, I mean if the Starbucks apps take seconds to to respond there will be a riot over there. So that's, that's something we can feel. But it really, now it's tangible in, in business terms and now then they take a look at their data strategy, are we equipped? Very often they will see, yeah, we have pockets of realtime data, but we're not really able to leverage it. >> Lisa: Yeah. >> For ML use cases, et cetera. So that's a big trend that we're seeing on one end. On the other end, what we're seeing, and it's one of the things we discussed a lot at the event is that yeah cost is important. Growth at all, at all cost does not exist. So we see a lot of push on moving a lot of the workloads to the cloud to make them scale but at the best the best cost. And we also see some organizations where like, okay let's not let a good crisis go to waste and let's accelerate our innovation not at all costs. So that we see also a lot of new projects being being pushed but reasonable, starting small and, and growing and all of this fueled by, by realtime data, so interesting. >> The other big topic amongst the, the customer community is security. >> Yep. >> I presume it's coming up a lot. What's the conversation like with DataStax? >> That's a topic we've been working on intensely since the creation of Astra less than two years ago. And we keep on reinforcing as any, any cloud provider not only our own abilities in terms of making sure that customers can manage their own keys, et cetera. But also integrating to the rest of the, of the ecosystem when some, a lot of our customers are running on AWS, how do we integrate with PrivateLink and such? We fit exactly into their security environment on AWS and they use exactly the same management tool. Because this is also what used to cost a lot in the cloud services. How much do you have to do to wire them and, and manage. And there are indeed compliance and governance challenges. So that's why making sure that it's fully connected that they have full transparency on what's happening is, is a big part of the evolution. It's always, security is always something you're working on but it's, it's a major topic for us. >> Yep, we talk about that on pretty much every event. Security, which we could dive into, but we're out of time. Last question for you. >> Thomas: Yes. >> We're talking before we went live, we're both big Formula One fans. Say DataStax has the opportunity to sponsor a team and you get the whole side pod to, to put like a phrase about DataStax on the side pod of this F1 car. (laughter) Like a billboard, what does it say? >> Billboard, because an F1 car goes pretty fast, it will be hard to, be hard to read but, "Twice the performance at half the cost, try Astra a cloud service." >> Drop the mike. Awesome, Thomas, thanks so much for joining us. >> Thank for having me. >> Pleasure having you guys on the program. For our guest, Thomas Bean and Dave Vellante, I'm Lisa Martin and you're watching "theCUBE" live from day four of our coverage. "theCUBE", the leader in live tech coverage. (outro music)

>>Hi, we're back. We're watching, you're watching the cube coverage of Falcon 2022 live from the aria in Las Vegas, Dave Valante with Dave Nicholson and we, yes, folks, there are females in the cyber security industry. Amanda Adams is here. So the vice president of America Alliance at CrowdStrike. Thanks for coming on. >>Thank you so much for having me. >>We it's, it's fantastic to, to actually, as I was starting to wonder, but we >>Do have females in leadership. >>Wait, I'm just kidding. There are plenty of females here, but this cybersecurity industry in general, maybe if we have time, we can talk about that, but I wanna talk about the, the Alliance program, but before I do, yeah. You know, you, you got a nice career here at CrowdStrike, right? You've kind of seen the ascendancy, the rocket ship you've been on it for five years. Yep. So what's that been like? And if you had to put on the binoculars and look five years forward, what can you tell us in that 10 year span? Oh >>My goodness. What a journey it's been over the last five, six years. I've been with CrowdStrike almost six years and really starting with our first core group of partners and building out the alliances, seen obviously the transformation with our sales organization. And as we scaled, I think of our, of our technology. We started with, I think, two products at that time, we were focused on reinventing how our customers thought about NextGen AB but also endpoint detection response. From there, the evolution is really driving towards that cloud security platform, right? How our partners fit into that. And, and how we've evolved is it's not just resell. It's not just focusing on the margin and transactions. We really have focused on building the strategic relationships with our partners, but also our customers and fitting them in that better together story with that CrowdStrike platform. It's been the biggest shift. Yeah. >>And you've got that. The platform chops for that. It's just, I think you're up to 22 modules now. So you're not a point product. You guys make that, that, that point lot now in terms of the, the partners and the ecosystem, you know, it's, it's, it's good here. I mean, it's, this it's buzzing. I've said it's like service. I've said, number of times, it's like service. Now back in 2013, I was there now. They didn't have the down market, the SMB that you have that's right. And I think you you're gonna have an order. You got 20,000 customers. That's right. I predict CrowdStrike's gonna have 200,000. I, I'm not gonna predict when I need to think about that. But, but in thinking about the, the, the co your colleagues and the partners and the skill sets that have evolved, what's critical today. And, and, and what do you see as critical in the future? >>So from a skill set standpoint, if I'm a partner and engaging with CrowdStrike and our customers, if you think about, again, evolving away from just resell, we have eight routes to market. So while that may sound complicated, the way that I like to think about it is that we truly flex to our partners, go to market their business models of what works best for their organization, but also their customers. The way that they've changed, I think from a skillset standpoint is looking beyond just the technology from a platform, building a better together story with our tech Alliance partners or store, if thinking about the XDR Alliance, which we are focusing on, there's so much great value in bringing that to our customers from a skillset standpoint, beyond those services services, we've talked about every day. I know that this is gonna be a top topic for the week yesterday through our partner summit, George, our CEO, as well as Jim Cidel, that's really the opportunity as we expand in new modules. If you think about humo or log scale identity, and then cloud our partners play a critical role when it comes into the cloud migration deployment integration services, really, we're not gonna get bigger from a services organization. And that's where we need our partners to step in. >>Yeah. And, you know, we we've talked a lot about XDR yeah. Already in day one here. Yeah. With, with the X extending into other areas. That's right. I think that services be, would become even more critical at that point, you know, as you spread out into the, really the internet of things that's right. Especially all of the old things that are out there that maybe should be on the internet, but aren't yet. Yeah. But once they are security is important. So what are you doing in that arena from a services perspective to, to bolster that capability? Is it, is it, is it internally, or is it through partners generally? >>It's definitely, I think we look to our partners to extend beyond the core of what we do. We do endpoint really well, right? Our services is one of the best in the business. When you look at instant response, our proactive services, supporting our customers. If you think to XDR of integration, building out those connect air packs with our customers, building the alliances, we really do work with our partners to drive that successful outcome with our customers. But also too, I think about it with our tech alliances of building out the integration that takes a lot of effort and work. We have a great team internally, which will help guide those services to be, to be built. Right. You have to have support when you're building the integrations, which is great, but really from like a tech Alliance and store standpoint, looking to add use cases, add value to more store apps for our customers, that's where we're headed. Right. >>What about developers? Do you see that as a component of the ecosystem in the future? Yeah, >>Without a doubt. I mean, I think that as our partner program evolves right now working with our, our developers, I mean, there's different personas that we work with with our customer standpoint, but from a partner working with them to build our new codes, the integration that's gonna be pretty important. >>So we were, we sort of tongue in cheek at the beginning of this interview yeah. With women in tech. And it's a, it's a topic that, on the cube that we've been very passionate about since day one yep. On the cube. So how'd you get in to this business? H how did your, your career progress, how did you get to where you are? >>You know, I have been incredibly fortunate to have connections, and I think it's who, you know, and your network, not necessarily what, you know, to a certain extent, you have to be smart to make it long term. Right. You have to have integrity. Do what you're saying. You're gonna do. I first started at Cisco and I had a connection of, it was actually a parent of somebody I grew up with. And they're like, you would fit in very nicely to Cisco. And I started with their channel marketing team, learned a ton about the business, how to structure, how to support. And that was the first step into technology. If you would've asked me 20 years ago, what did I wanna do? I actually wanted to be a GM of an organization. And I was coming outta I come on, which is great, which I'm, it really is right up. >>If you knew me, you're like, that actually makes a lot of sense. But coming outta college, I had an opportunity. I was interviewing with the golden state warriors in California, and I was interviewing with Cisco and that I had two ops and I was living in San Jose at the time. The golden state warriors of course paid less. It was a better opportunity in sales, but it was obviously where I wanted to go from athletics. And I grew up in athletics, playing volleyball. Cisco paid me more, and it was in San Jose. And really the, the golden state warriors seemed that I was having that conversation. They said, one year community is gonna be awful. It's awful from San Jose to Oakland, but also too, like you have more money on the table. Go take that. And so I could have very much ended up in athletics, most likely in the back office, somewhere. Like I would love that. And then from there, I went from Cisco. I actually worked for a reseller for quite some time, looking at, or selling into Manhattan when I moved from California to Manhattan, went to tenable. And that was when I shifted really into channel management. I love relationships, getting snow people, building partnerships, seeing that long term, that's really where I thrive. And then from there came to CrowdStrike, which in itself has been an incredible journey. I bet. Yeah. >>Yeah. I think there's an important thread there to pull on. And that is, we, we put a lot of emphasis on stem, which people, some sometimes translate into one thing, writing code that's right. There are, but would you agree? There are many, many, many opportunities in tech that aren't just coding. >>Absolutely. >>And I think I, as a father of three daughters, it's, it's a message that I have shared with them. Yeah. They are not interested in the coding part of things, but still, they need to know that there are so many opportunities and, and it's always, sometimes it's happenstance in terms of finding the opportunity in your case, it was, you know, cosmic connection that's right. But, but that's, you know, that's something that we can foster is that idea that it's not just about the hardcore engineering and coding aspect, it's business >>That's right. So if, if there was one thing that I can walk away from today is I say that all the time, right? If you look at CrowdStrike in our mission, we really don't have a mission statement. We stop breaches every single day. When I come to work and I support our partners, I'm not super technical. I obviously know our technology and I, I enable and train our partners, but I'm not coding. Right. And I make an impact to our business, our partners, more importantly, our customers, every single day, we have folks that you can come from a marketing operations. There is legal, there's finance. I deal with folks all across the business that aren't super technical, but are making a huge impact. And I, I don't think that we talk about the opportunities outside of engineering with the broader groups. We talk about stem a lot, but within college, and I look to see like getting those early in career folks, either through an intern program could be sales, but too, if they don't like, like sales, then they shift into marketing or operations. It's a great way to get into the industry. >>Yeah. But I still think you gotta like tech to be in the tech business. Oh, you >>Do? Yeah. You do. I'm >>Not saying it's like deep down is like, not all of us, but a lot of us are kind of just, you know, well, at least you, >>At least you can't hate it. >>Right. Okay. But so women, 50% of the population, I think the stat is 17% in the technology. Yeah. Industry, maybe it's changed a little bit, but you know, 20% or, or less, why do you think that is? >>I, you know, I always go back to within technology, people hire from their network and people that they know, and usually your network are people that are very like-minded or similar to you. I have referred females into CrowdStrike. It's a priority of mine. I also have a circle that is also men, but also too, if you look at the folks that are hired into CrowdStrike, but also other technology companies, that's the first thing that I go to also too. I think it's a little bit intimidating. Right. I have a very strong personality and I'm very direct, but also too, like I can keep up with our industry when it comes to that stereotypes essentially. And some people maybe are introverted and they're not quite sure where they fit in. Right. Whether it's marketing operations, et cetera. So they, they're not sure of the opportunities or even aware of where to get started. You know what I mean? >>Yeah. I mean, I think there is a, a, a stereotype today, but I'm not sure why it's, is it unique to the, to the technology industry? No. Is it not? Right? It happens >>Thinking, I mean, there's so many industries where healthcare, >>Maybe not so much. Right. Because you know, >>You have nurses versus doctors. I feel like that is flipped. >>Yeah. That's true. Nurses versus doctors. Right. Well, I, I know a lot of women doctors though, but >>Yeah. That's kind of flipped. It's better. >>Yeah. Says >>Flipped over. Yeah. I think it's more women in medical school now, but than than men. But, >>And, and I do think in our industry, you know, when you look at companies like IBM, HPE, Cisco, Dell, and, and, and many others. Yeah. They are making a concerted effort for on round diversity. They typically have somebody who's in charge of diversity. They report, you know, maybe not directly to the CEO, but they certainly have a seat at the table. That's right. And you know, maybe you call it, oh, it's quotas. Maybe the, the old white guys feel, you know, a little slighted, whatever. It's like, nobody's crying for us. I mean, it's not like we got screwed. >>See, I know problema we can do this in Spanish. Oh, oh, >>Oh, you're not a old white guy. Sorry. We can do >>This in Spanish if you want. >>Okay. Here we go. So, no, but, but, but I, so I do think that, that the industry in general, I talked to John Chambers about this recently and he was like, look, we gotta do way better. And I don't disagree with that. But I think that, I think the industry is doing better, but I wonder if like a rocket ship company, like CrowdStrike who has so many other things going on, you know, maybe they gotta get you a certain size. I mean, you've reached escape velocity. You're doing obviously a lot of corporate, you know, good. Yeah. You know, and, and, and, and we just had earlier on we, you know, motor motor guides was very cool. Yeah. So maybe it's a maturity thing. Maybe these larger companies with you crowd size $40 billion market cap, but maybe the, the hundred plus billion dollar market cap companies. I don't know. I don't know. You guys got a bigger market cap than Dell. So >>I, I don't think it's necessarily related to market cap. I think it's the size of the organization of how many roles are open that we currently write. So we're at just over 6,000 employees. If you look at Cisco, how many thousands of employees they have there's >>Right. Maybe a hundred thousand employees. >>That's right. There's >>More opportunities. How many, what's a headcount of crowd strike >>Just over 6,000, >>6,000. So, okay. But >>If you think about the, the areas of opportunity for advancement, and we were talking about this earlier, when you look at early and career or entry level, it's actually quite, even right across the Americas of, we do have a great female population. And then as progression happens, that's where it, it tees off from a, a female in leadership. And we're doing, we're focusing on that, right? Under JC Herrera's leadership, as well as with George. One of the things that I always think is important though, is that you're mindful as, as the female within the organization and that you're out seeking somebody, who's not only a mentor, but is a direct champion for you when you're not in the room. Right. This is true of CrowdStrike. It's true of every organization. You're not gonna be aware of the opportunities as the roles are being created. And really, as the roles are being created, they probably have somebody in mind. Right. And so if you have somebody that's in that room says, you know what, Amanda Adams would be perfect for that. Let's go talk to her about it. You have to have somebody who's your champion. Yeah. >>There there's, there's, there's a saying that 80% of the most important moments in your life happen in your absence. Yeah. And that's exactly right. You know, when they're, when someone needs to be there to champion, you, >>Did that happen for you? >>Yes. I have a very strong champion. >>So I mean, I, my observation is if, if you are a woman in tech and you're in a senior leadership position, like you are, or you're a, you're a general manager or a P and L manager or a CEO, you have to be so incredibly talented because all things being equal, maybe it's changing somewhat in some of those companies I talked about, but for the last 30 years, all takes be equal. A, a, a woman is gonna lose out to a man who is as qualified. And, and I think that's maybe slowly changing. Maybe you agree with that, maybe you don't. And maybe that's, some people think that's unfair, but you know, think about people of color. Right. They, they, they, they grew up with less op opportunities for education. And this is just the statistics that's right. Right. So should society overcompensate for that? I personally think, yes, the, the answer is just, they should, there should still be some type of meritocracy that's right. You know, but society has a responsibility to, you know, rise up all ships. >>I think there's a couple ways that you can address that through Falcon funds, scholarship programs, absolutely. Looking at supporting folks that are coming outta school, our internship program, providing those opportunities, but then just being mindful right. Of whether or not you publish the stats or not. We do have somebody who's responsible for D I, within CrowdStrike. They are looking at that and at least taking that step to understand what can we do to support the advancement across minorities. But also women is really, really important. >>Did you not have a good educational opportunity when you were growing up where you're like you had to me? Yeah, no, seriously, >>No. Seriously. I went to pretty scary schools. Right. >>Okay. So you could have gone down a really bad path. >>I, a lot of people that I grew up with went down really, really bad paths. I think the inflection point at, at least for me what the inflection point was becoming aware of this entire universe. Yeah. I was, I was headed down a path where I wasn't aware that any of this existed, when I got out of college, they were advertising in the newspaper for Cisco sales engineers, $150,000 a year. We will train. I'm a smart guy. I had no idea what that meant. Right. I could have easily gone and gotten one of those jobs. It was seven or eight years before I intersected with the tech world again. And so, you know, kind of parallel with your experience with you had someone randomly, it's like, you'd be great at Cisco. Yeah. But if, if you're not around that, and so you take people in different communities who are just, this might as well be a different planet. Yes. Yeah. The idea of eating in a restaurant where someone is serving you, food is uncomfortable, right? The idea of checking into a hotel, the idea of flying somewhere on an airplane, we talk about imposter syndrome. That's right. There are deep seated discomfort levels that people have because they just, this is completely foreign, but >>You're saying you could have foreign, you could have gone down a path where selling drugs or jacking cars was, was, was lucrative. >>I had, I had, yeah. I mean, we're getting, we're getting like deep into societal things. I was, I was very lucky. My parents were very, very young, but they're still together to this day. I had loving parents. We were very, very poor. We were surrounded by really, really, really bad stuff. So. >>Okay. So, so, okay. So this, >>I, I don't, I don't compare my situation to others. >>White woman. That's I guess this is my point. Yeah. The dynamic is different than, than a kid who grew up in the inner city. Yes. Right. And, and, and they're both important to address, but yeah. I think you gotta address them in different ways. >>Yes. But if they're, but if they're both completely ignorant of this, >>They don't know it. So it's lack of >>A, they'll never be here. >>You >>Never be here. And it's such a huge, this is such a huge difference from the rest of the world and from the rest, from the rest of our economy. >>So what would you tell a young girl? My daughters, aren't interested in tech. They want to go into fashion or healthcare, whatever Dave's daughters maybe would be a young girl, preteen, maybe teen interested in, not sure which path, why tech, what would advice would you give? >>I think just understanding what you enjoy about life, right? Like which skills are you great at? What characteristics about roles and not really focusing on a specific product. Definitely not cybersecurity versus like the broader network. I mean, literally what do you enjoy doing? And then the roles of, you know, from the skillset that's needed, whether that be marketing, and then you can start to dive into, do I wanna support marketing for a corporate environment for retail, for technology like that will come and follow your passion, which I know is so easy to say, right? But if you're passionate about certain things, I love relationships. I think that holding myself from integrity standpoint, leading with integrity, but building strong relationships on trust, that's something I take really pride in and what I get enjoyment with. It's >>Obviously your superpower. >>It, >>It is. >>But >>Then it will go back to OST too, just being authentic in the process of building those relationships, being direct to the transparency of understanding, like again, knowing what you're good at and then where you can fit into an organization, awareness of technology opportunities, I think will all lend that to. But I also wouldn't worry, like when I was 17 year old, I, I thought I would be playing volleyball in college and then going to work for a professional sports team. You know, life works out very differently. Yeah. >>Right. And then, and for those of you out there, so I love that. Thank you for that great interview. Really appreciate letting us go far field for those of you might say, well, I don't know, man. I don't know what my passion is. I'll give you a line from my daughter, Alicia, you don't learn a lot for your kids. She said, well, if you don't know what your passion is, follow your curiosity. That's great. There you go. Amanda Adams. Thanks so much. It was great to have you on. Okay. Thank you. Keep it right there. We're back with George Kurtz. We're to the short break. Dave ante, Dave Nicholson. You watching the cube from Falcon 22 in Las Vegas.

>>Hello. Welcome back to our super cloud 22 event. I'm John F host the cue with my co-host Dave ante. Extracting the signal from noise. We're proud to have two amazing cube alumnis here. We got Sanja Putin. Who's now the CEO of cohesive the emo Aaron who's the CTO. Co-founder also former CEO Cub alumni. The father of hyper-converged welcome back to the cube I endorsed the >>Cloud. Absolutely. Is the father. Great >>To see you guys. Thank thanks for coming on and perfect timing. The new job taking over that. The helm Mo it at cohesive big news, but part of super cloud, we wanna dig into it. Thanks for coming on. >>Thank you for having >>Us here. So first of all, we'll get into super before we get into the Supercloud. I want to just get the thoughts on the move Sanjay. We've been following your career since 2010. You've been a cube alumni from that point, we followed that your career. Why cohesive? Why now? >>Yeah, John David, thank you first and all for having us here, and it's great to be at your event. You know, when I left VMware last year, I took some time off just really primarily. I hadn't had a sabbatical in probably 18 years. I joined two boards, Phillips and sneak, and then, you know, started just invest and help entrepreneurs. Most of them were, you know, Indian Americans like me who were had great tech, were looking for the kind of go to market connections. And it was just a wonderful year to just de to unwind a bit. And along the, the way came CEO calls. And I'd asked myself, the question is the tech the best in the industry? Could you see value creation that was signi significant and you know, three, four months ago, Mohit and Carl Eschenbach and a few of the board members of cohesive called me and walk me through Mo's decision, which he'll talk about in a second. And we spent the last few months getting to know him, and he's everything you describe. He's not just the father of hyperconverge. And he wrote the Google file system, wicked smart, built a tech platform better than that second time. But we had to really kind of walk through the chemistry between us, which we did in long walks in, in, you know, discrete places so that people wouldn't find us in a Starbucks and start gossiping. So >>Why Sanjay? There you go. >>Actually, I should say it's a combination of two different decisions. The first one was to, for me to take a different role and I run the company as a CEO for, for nine years. And, you know, as a, as a technologist, I always like, you know, going deep into technology at the same time, the CEO duties require a lot of breadth, right? You're talking to customers, you're talking to partners, you're doing so much. And with the way we've been growing the with, you know, we've been fortunate, it was becoming hard to balance both. It's really also not fair to the company. Yeah. So I opted to do the depth job, you know, be the visionary, be the technologist. And that was the first decision to bring a CEO, a great CEO from outside. >>And I saw your video on the site. You said it was your decision. Yes. Go ahead. I have to ask you, cuz this is a real big transition for founders and you know, I have founder artists cuz everyone, you know, calls me that. But being the founder of a company, it's always hard to let go. I mean nine years as CEO, it's not like you had a, you had a great run. So this was it timing for you? Was it, was it a structural shift, like at super cloud, we're talking about a major shift that's happening right now in the industry. Was it a balance issue? Was it more if you wanted to get back in and in the tech >>Look, I, I also wanna answer, you know, why Sanja, but, but I'll address your question first. I always put the company first what's right for the company. Is it for me to start get stuck the co seat and try to juggle this depth and Brad simultaneously. I mean, I can stroke my ego a little bit there, but it's not good for the company. What's best for the company. You know, I'm a technologist. How about I oversee the technology part in partnership with so many great people I have in the company and I bring someone kick ass to be the CEO. And so then that was the second decision. Why Sanja when Sanjay, you know, is a very well known figure. He's managed billions of dollars of business in VMware. You know, been there, done that has, you know, some of the biggest, you know, people in the industry on his speed dial, you know, we were really fortunate to have someone like that, come in and accept the role of the CEO of cohesive. I think we can take the company to new Heights and I'm looking forward to my partnership with, with Sanja on this. >>It it's we, we called it the splash brothers and >>The, >>In the vernacular. It doesn't matter who gets the ball, whether it's step clay, we shoot. And I think if you look at some of the great partnerships, whether it was gates bomber, there, plenty of history of this, where a founder and a someone who was, it has to be complimentary skills. If I was a technologist myself and wanted to code we'd clash. Yeah. But I think this was really a match me in heaven because he, he can, I want him to keep innovating and building the best platform for today in the future. And our customers tell one customer told me, this is the best tech they've seen since VMware, 20 years ago, AWS, 10 years ago. And most recently this was a global 100 big customers. So I feel like this combination, now we have to show that it works. It's, you know, it's been three, four months. My getting to know him, you know, I'm day eight on the job, but I'm loving it. >>Well, it's a sluman model too. It's more modern example. You saw, he did it with Fred Ludy at service now. Yes. And, and of course at, at snowflake, yeah. And his book, you read his book. I dunno if you've read his book, amp it up, but app it up. And he says, I always you'll love this. Give great deference to the founder. Always show great respect. Right. And for good reason. So >>In fact, I mean you could talk to him, you actually met to >>Frank. I actually, you know, a month or so back, I actually had dinner with him in his ranch in Moana. And I posed the question. There was a number of CEOs that went there and I posed him the question. So Frank, you know, many of us, we grow being deaf guys, you know? And eventually when we take on the home of our CEO, we have to do breadth. How do you do it? And he's like, well, let me tell you, I was never a death guy. I'm a breath guy. >>I'm like, >>That's my answer. Yeah. >>So, so I >>Want the short story. So the day I got the job, I, I got a text from Frank and I said, what's your advice the first time CEO, three words, amp it up, >>Amp it up. Right? Yeah. >>And so you're always on brand, man. >>So you're an amazing operator. You've proven that time and time again at SAP, VMware, et cetera, you feel like now you, you, you wanna do both of those skills. You got the board and you got the operations cuz you look, you know, look at sloop when he's got Scarelli wherever he goes, he brings Scarelli with him as sort of the operator. How, how do you, how are you thinking >>About that? I mean it's early days, but yeah. Yeah. Small. I mean I've, you know, when I was, you know, it was 35,000 people at VMware, 80, 90,000 people at SAP, a really good run. The SAP run was 10 to 20 billion innovative products, especially in analytics and VMware six to 12 end user computing cloud. So I learned a lot. I think the company, you know, being about 2000 employees plus not to mayor tomorrow, but over the course next year I can meet everybody. Right? So first off the executive team, 10 of us, we're, we're building more and more cohesiveness if I could use that word between us, which is great, the next, you know, layers of VPs and every manager, I think that's possible. So I I'm a people person and a customer person. So I think when you take that sort of extroverted mindset, we'll bring energy to the workforce to, to retain the best and then recruit the best. >>And you know, even just the week we, we were announced that this announcement happened. Our website traffic went through the roof, the highest it's ever been, lots of resumes coming in. So, and then lots of customer engagement. So I think we'll take this, but I, I feel very good about the possibilities, because see, for me, I didn't wanna walk into the company to a company where the technology risk was high. Okay. I feel like that I can go to bed at night and the technology risk is low. This guy's gonna run a machine at the current and the future. And I'm hearing that from customers. Now, what I gotta do is get the, the amp it up part on the go to market. I know a little thing or too about >>That. You've got that down. I think the partnership is really key here. And again, nine use the CEO and then Sanja points to our super cloud trend that we've been looking at, which is there's another wave happening. There's a structural change in real time happening now, cloud one was done. We saw that transition, AWS cloud native now cloud native with an kind of operating system kind of vibe going on with on-premise hybrid edge. People say multi-cloud, but we're looking at this as an opportunity for companies like cohesive to go to the next level. So I gotta ask you guys, what do you see as structural change right now in the industry? That's disruptive. People are using cloud and scale and data to refactor their business models, change modern cases with cloud native. How are you guys looking at this next structural change that's happening right now? Yeah, >>I'll take that. So, so I'll start by saying that. Number one, data is the new oil and number two data is exploding, right? Every year data just grows like crazy managing data is becoming harder and harder. You mentioned some of those, right? There's so many cloud options available. Cloud one different vendors have different clouds. There is still on-prem there's edge infrastructure. And the number one problem that happens is our data is getting fragmented all over the place and managing so many fragments of data is getting harder and harder even within a cloud or within on-prem or within edge data is fragmented. Right? Number two, I think the hackers out there have realized that, you know, to make money, it's no longer necessary to Rob banks. They can actually see steal the data. So ransomware attacks on the rise it's become a boardroom level discussion. They say there's a ransomware attack happening every 11 seconds or so. Right? So protecting your data has become very important security data. Security has become very important. Compliance is important, right? So people are looking for data management solutions, the next gen data management platform that can really provide all this stuff. And that's what cohesive is about. >>What's the difference between data management and backup. Explain that >>Backup is just an entry point. That's one use case. I wanna draw an analogy. Let's draw an analogy to my former company, Google right? Google started by doing Google search, but is Google really just a search engine. They've built a platform that can do multiple things. You know, they might have started with search, but then they went down to roll out Google maps and Gmail and YouTube and so many other things on that platform. So similarly backups might be just the first use case, but it's really about that platform on which you can do more with the data that's next gen data management. >>But, but you am, I correct. You don't consider yourself a security company. One of your competitors is actually pivoting and in positioning themselves as a security company, I've always felt like data management, backup and recovery data protection is an adjacency to security, but those two worlds are coming together. How do you see >>It? Yeah. The way I see it is that security is part of data management. You start maybe by backing with data, but then you secure it and then you do more with that data. If you're only doing security, then you're just securing the data. You, you gotta do more with the data. So data management is much bigger. So >>It's a security is a subset of data. I mean, there you go. Big TA Sanjay. >>Well, I mean I've, and I, I, I I'd agree. And I actually, we don't get into that debate. You know, I've told the company, listen, we'll figure that out. Cuz who cares about the positioning at the bottom? My email, I say we are data management and data security company. Okay. Now what's the best word that describes three nouns, which I think we're gonna do management security and analytics. Okay. He showed me a beautiful diagram, went to his home in the course of one of these, you know, discrete conversations. And this was, I mean, he's done this before. Many, if you watch on YouTube, he showed me a picture of an ice big iceberg. And he said, listen, you know, if you look at companies like snowflake and data bricks, they're doing the management security and mostly analytics of data. That's the top of the iceberg, the stuff you see. >>But a lot of the stuff that's get backed archive is the bottom of the iceberg that you don't see. And you try to, if you try to ask a question on age data, the it guy will say, get a ticket. I'll come back with three days. I'll UNIV the data rehydrate and then you'll put it into a database. And you can think now imagine that you could do live searches analytics on, on age data that's analytics. So I think the management, the security, the analytics of, you know, if you wanna call it secondary data or backed up data or data, that's not hot and live warm, colder is a huge opportunity. Now, what do you wanna call one phrase that describes all of it. Do you call that superpower management security? Okay, whatever you wanna call it. I view it as saying, listen, let's build a platform. >>Some people call Google, a search company. People, some people call Google and information company and we just have to go and pursue every CIO and every CSO that has a management and a security and do course analytics problem. And that's what we're doing. And when I talk to the, you know, I didn't talk to all the 3000 customers, but the biggest customers and I was doing diligence. They're like this thing has got enormous potential. Okay. And we just have to now go focus, get every fortune 1000 company to pick us because this problem, even the first use case you talk back up is a little bit like, you know, razor blades and soap you've needed. You needed it 30 years ago and you'll need it for 30 years. It's just that the tools that were built in the last generation that were companies formed in 1990s, one of them I worked for years ago are aids are not built for the cloud. So I think this is a tremendous opportunity where many of those, those, those nos management security analytics will become part of what we do. And we'll come up with the right phrase for what the companies and do course >>Sanjay. So ma and Sanja. So given that given that's this Google transition, I like that example search was a data problem. They got sequenced to a broader market opportunity. What super cloud we trying to tease out is what does that change over from a data standpoint, cuz now the operating environments change has become more complex and the enterprises are savvy. Developers are savvy. Now they want, they want SAS solutions. They want freemium and expanding. They're gonna drive the operations agenda with DevOps. So what is the complexity that needs to be abstracted away? How do you see that moment? Because this is what people are talking about. They're saying security's built in, driven by developers. Developers are driving operations behavior. So what is the shift? Where do you guys see this new? Yeah. Expansive for cohesive. How do you fit into super cloud? >>So let me build up from that entry point. Maybe back up to what you're saying is the super cloud, right? Let me draw that journey. So let's say the legacy players are just doing backups. How, how sad is it that you have one silo sitting there just for peace of mind as an insurance policy and you do nothing with the data. If you have to do something with the data, you have to build another silo, you have to build another copy. You have to manage it separately. Right. So clearly that's a little bit brain damaged. Right. So, okay. So now you take a little bit of, you know, newer vendors who may take that backup platform and do a little bit more with that. Maybe they provide security, but your problem still remains. How do you do more with the data? How do you do some analytics? >>Like he's saying, right. How do you test development on that? How do you migrate the data to the cloud? How do you manage it? The data at scale? How do you do you provide a unified experience across, across multiple cloud, which you're calling the super cloud. That's where cohesive goes. So what we do, we provide a platform, right? We have tentacles in on-prem in each of the clouds. And on top of that, it looks like one platform that you manage. We have a single control plane, a UI. If you may, a single pin of glass, if, if you may, that our customers can use to manage all of it. And now it looks, starts looking like one platform. You mentioned Google, do you, when you go to, you know, kind Google search or a URL, do you really care? What happens behind the scenes mean behind the scenes? Google's built a platform that spans the whole world. No, >>But it's interesting. What's behind the scenes. It's a beautiful now. And I would say, listen, one other thing to pull on Dave, on the security part, I saw a lot of vendors this day in this space, white washing a security message on top of backup. Okay. And CSO, see through that, they'll offer warranties and guarantees or whatever, have you of X million dollars with a lot of caveats, which will never paid because it's like escape clause here. We won't pay it. Yeah. And, and what people really want is a scalable solution that works. And you know, we can match every warranty that's easy. And what I heard was this was the most scalable solution at scale. And that's why you have to approach this with a Google type mindset. I love the fact that every time you listen to sun pitch, I would, what, what I like about him, the most common word to use is scale. >>We do things at scale. So I found that him and AUR and some of the early Google people who come into the company had thought about scale. And, and even me it's like day eight. I found even the non-tech pieces of it. The processes that, you know, these guys are built for simple things in some cases were better than some of the things I saw are bigger companies I'd been used to. So we just have to continue, you know, building a scale platform with the enterprise. And then our cloud product is gonna be the simple solution for the masses. And my view of the world is there's 5,000 big companies and 5 million small companies we'll push the 5 million small companies as the cloud. Okay. Amazon's an investor in the company. AWS is a big partner. We'll talk about I'm sure knowing John's interest in that area, but that's a cloud play and that's gonna go to the cloud really fast. You not build you're in the marketplace, you're in the marketplace. I mean, maybe talk about the history of the Amazon relationship investing and all that. >>Yeah, absolutely. So in two years back late 2020, we, you know, in collaboration with AWS who also by the way is an investor now. And in cohesive, we rolled out what we call data management as a service. It's our SaaS service where we run our software in the cloud. And literally all customers have to do is just go there and sign on, right? They don't have to manage any infrastructure and stuff. What's nice is they can then combine that with, you know, software that they might have bought from cohesive. And it still looks like one platform. So what I'm trying to say is that they get a choice of the, of the way they wanna consume our software. They can consume it as a SAS service in the cloud. They can buy our software, manage it themselves, offload it to a partner on premises or what have you. But it still looks like that one platform, what you're calling a Supercloud >>Yeah. And developers are saying, they want the bag of Legos to compose their solutions. That's the Nirvana they want to get there. So that's, it has to look the same. >>Well, what is it? What we're calling a Superlo can we, can we test that for a second? So data management and service could span AWS and on-prem with the identical experience. So I guess I would call that a Supercloud I presume it's not gonna through AWS span multiple clouds, but, but >>Why not? >>Well, well interesting cuz we had this, I mean, so, okay. So we could in the future, it doesn't today. Well, >>David enough kind of pause for a second. Everything that we do there, if we do it will be customer driven. So there might be some customers I'll give you one Walmart that may want to store the data in a non AWS cloud risk cuz they're competitors. Right. So, but the control plane could still be in, in, in the way we built it, but the data might be stored somewhere else. >>What about, what about a on-prem customer? Who says, Hey, I, I like cohesive. I've now got multiple clouds. I want the identical experience across clouds. Yeah. Okay. So, so can you do that today? How do you do that today? Can we talk >>About that? Yeah. So basically think roughly about the split between the data plane and the control plane, the data plane is, you know, our cohesive clusters that could be sitting on premises that could be sitting in multiple data centers or you can run an instance of that cluster in the cloud, whichever cloud you choose. Right. That's what he was referring to as the data plane. So collectively all these clusters from the data plane, right? They stored the data, but it can all be managed using the control plane. So you still get that single image, the single experience across all clouds. And by the way, the, the, the, the cloud vendor does actually benefit because here's a customer. He mentioned a customer that may not wanna go to AWS, but when they get the data plane on a different cloud, whether it's Azure, whether it's the Google cloud, they then get data management services. Maybe they're able to replicate the data over to AWS. So AWS also gains. >>And your deployment model is you instantiate the cohesive stack on each of the regions and clouds, is that correct? And you building essentially, >>It all happens behind the scenes. That's right. You know, just like Google probably has their tentacles all over the world. We will instantiate and then make it all look like one platform. >>I mean, you should really think it's like a human body, right? The control planes, the head. Okay. And that controls everything. The data plane is large because it's a lot of the data, right? It's the rest of the body, that data plane could be wherever you want it to be. Traditionally, the part the old days was tape. Then you got disk. Now you got multiple clouds. So that's the way we think about it. And there on that piece of it will be neutral, right? We should be multi-cloud to the data plane being every single place. Cause it's customer demand. Where do you want your store data? Air gapped. On-prem no problem. We'll work with Dell. Okay. You wanna be in a particular cloud, AWS we'll work then optimized with S3 and glacier. So this is where I think the, the path to a multi-cloud or Supercloud is to be customer driven, but the control plane sits in Amazon. So >>We're blessed to have a number of, you know, technical geniuses in here. So earlier we were speaking to Ben wa deja VI, and what they do is different. They don't instantiate an individual, you know, regions. What they do is of a single global. Is there a, is there an advantage of doing it the way the cohesive does it in terms of simplicity or how do you see that? Is that a future direction for you from a technology standpoint? What are the trade offs there? >>So you want to be where the data is when you said single global, I take it that they run somewhere and the data has to go there. And in this day age, correct >>Said that. He said, you gotta move that in this >>Day and >>Age query that's, you know, across regions, look >>In this day and age with the way the data is growing, the way it is, it's hard to move around the data. It's much easier to move around the competition. And in these instances, what have you, so let the data be where it is and you manage it right there. >>So that's the advantage of instantiating in multiple regions. As you don't have to move the >>Data cost, we have the philosophy we call it. Let's bring the, the computation to the data rather than the data to >>The competition and the same security model, same governance model, same. How do you, how do you federate that? >>So it's all based on policies. You know, this overarching platform controlled by, by the control plane, you just, our customers just put in the policies and then the underlying nuts and bolts just take care >>Of, you know, it's when I first heard and start, I started watching some of his old videos, ACE really like hyperconverged brought to secondary storage. In fact, he said, oh yeah, that's great. You got it. Because I first called this idea, hyperconverged secondary storage, because the idea of him inventing hyperconverge was bringing compute to storage. It had never been done. I mean, you had the kind of big VC stuff, but these guys were the first to bring that hyperconverge at, at Nutanix. So I think this is that same idea of bringing computer storage, but now applied not to the warm data, but to the rest of the data, including a >>Lot of, what about developers? What's, what's your relationship with developers? >>Maybe you talk about the marketplace and everything >>He's yeah. And I'm, I'm curious as to do you have a PAs layer, what we call super PAs layer to create an identical developer experience across your Supercloud. I'm gonna my >>Term. So we want our customers not just to benefit from the software that we write. We also want them to benefit from, you know, software that's written by developers by third party people and so on and so forth. So we also support a marketplace on the platform where you can download apps from third party developers and run them on this platform. There's a, a number of successful apps. There's one, you know, look like I said, our entry point might be backups, but even when backups, we don't do everything. Look, for instance, we don't backup mainframes. There is a, a company we partner with, you know, and their software can run in our marketplace. And it's actually used by many, many of our financial customers. So our customers don't get, just get the benefit of what we build, but they also get the benefit of what third parties build. Another analogy I like to draw. You can tell. And front of analogy is I drew an analogy to hyperscale is like Google. Yeah. The second analogy I like to draw is that to a simple smartphone, right? A smartphone starts off by being a great phone. But beyond that, it's also a GPS player. It's a, it's a, it's a music player. It's a camera, it's a flashlight. And it also has a marketplace from where you can download apps and extend the power of that platform. >>Is that a, can we think of that as a PAs layer or no? Is it really not? You can, okay. You can say, is it purpose built for what you're the problem that you're trying to solve? >>So we, we just built APIs. Yeah. Right. We have an SDK that developers can use. And through those APIs, they get to leverage the underlying services that exist on the platform. And now developers can use that to take advantage of all that stuff. >>And it was, that was a key factor for me too. Cause I, what I, you know, I've studied all the six, seven players that sort of so-called leaders. Nobody had a developer ecosystem, nobody. Right? The old folks were built for the hardware era, but anyones were built for the cloud to it didn't have any partners were building on their platform. So I felt for me listen, and that the example of, you know, model nine rights, the name of the company that does back up. So there's, there's companies that are built on and there's a number of others. So our goal is to have a big tent, David, to everybody in the ecosystem to partner with us, to build on this platform. And, and that may take over time, but that's the way we're build >>It. And you have a metadata layer too, that has the intelligence >>To correct. It's all abstract. That that's right. So it's a combination of data and metadata. We have lots of metadata that keeps track of where the data is. You know, it allows you to index the data you can do quick searches. You can actually, you, we talking about the control plan from that >>Tracing, >>You can inject a search that'll through search throughout your multi-cloud environment, right? The super cloud that you call it. We have all that, all that goodness sounds >>Like a Supercloud John. >>Yeah. I mean, data tracing involved can trace the data lineage. >>You, you can trace the data lineage. So we, you know, provide, you know, compliance and stuff. So you can, >>All right. So my final question to wrap up, we guys, first of all, thanks for coming on. I know you're super busy, San Jose. We, we know what you're gonna do. You're gonna amp it up and, you know, knock all your numbers out. Think you always do. But what I'm interested in, what you're gonna jump into, cuz now you're gonna have the creative license to jump in to the product, the platform there has to be the next level in your mind. Can you share your thoughts on where this goes next? Love the control plane, separate out from the data plane. I think that plays well for super. How >>Much time do you have John? This guy's got, he's got a wealth. Ditis keep >>Going. Mark. Give us the most important thing you're gonna focus on. That kind of brings the super cloud and vision together. >>Yeah. Right away. I'm gonna, perhaps I, I can ion into two things. The first one is I like to call it building the, the machine, the system, right. Just to draw an analogy. Look, I draw an analogy to the us traffic system. People from all walks of life, rich, poor Democrats, Republicans, you know, different states. They all work in the, the traffic system and we drive well, right. It's a system that just works. Whereas in some other countries, you know, the system doesn't work. >>We know, >>We know a few of those. >>It's not about works. It's not about the people. It's the same people who would go from here to those countries and, and not dry. Well, so it's all about the system. So the first thing I, I have my sights on is to really strengthen the system that we have in our research development to make it a machine. I mean, it functions quite well even today, but wanna take it to the next level. Right. So that I wanna get to a point where innovation just happens in the grassroots. And it just, just like >>We automations scale optic brings all, >>Just happens without anyone overseeing it. Anyone there's no single point of bottleneck. I don't have to go take any diving catches or have you, there are people just working, you know, in a decentralized fashion and innovation just happens. Yeah. The second thing I work on of course is, you know, my heart and soul is in, you know, driving the vision, you know, the next level. And that of course is part of it. So those are the two things >>We heard from all day in our super cloud event that there's a need for an, an operating system. Yeah. Whether that's defacto standard or open. Correct. Do you see a consortium around the corner potentially to bring people together so that things could work together? Cuz there really isn't no stand there. Isn't a standards bodies. Now we have great hyperscale growth. We have on-prem we got the super cloud thing happening >>And it's a, it's kind of like what is an operating system? Operating system exposes some APIs that the applications can then use. And if you think about what we've been trying to do with the marketplace, right, we've built a huge platform and that platform is exposed through APIs. That third party developers can use. Right? And even we, when we, you know, built more and more services on top, you know, we rolled our D as we rolled out, backup as a service and a ready for thing security as a service governance, as a service, they're using those APIs. So we are building a distributor, putting systems of sorts. >>Well, congratulations on a great journey. Sanja. Congratulations on taking the hem. Thank you've got ball control. Now you're gonna be calling the ball cohesive as they say, it's, >>It's a team. It's, you know, I think I like that African phrase. If you want to go fast, you go alone. If you wanna go far, you go together. So I've always operated with the best deal. I'm so fortunate. This is to me like a dream come true because I always thought I wanted to work with a technologist that frees me up to do what I like. I mean, I started as an engineer, but that's not what I am today. Right? Yeah. So I do understand the product and this category I think is right for disruption. So I feel excited, you know, it's changing growing. Yeah. No. And it's a, it requires innovation with a cloud scale mindset and you guys have been great friends through the years. >>We'll be, we'll be watching you. >>I think it's not only disruption. It's creation. Yeah. There's a lot of white space that just hasn't been created yet. >>You're gonna have to, and you know, the proof, isn't the pudding. Yeah. You already have five of the biggest 10 financial institutions in the us and our customers. 25% of the fortune 500 users, us two of the biggest five pharmaceutical companies in the world use us. Probably, you know, some of the biggest companies, you know, the cars you have, you know, out there probably are customers. So it's already happening. >>I know you got an IPO filed confidentially. I know you can't talk numbers, but I can tell by your confidence, you're feeling good right now we are >>Feeling >>Good. Yeah. One day, one week, one month at a time. I mean, you just, you know, I like the, you know, Jeff Bezos, Andy jazzy expression, which is, it's always day one, you know, just because you've had success, even, you know, if, if a and when an IPO O makes sense, you just have to stay humble and hungry because you realize, okay, we've had a lot of success in the fortune 1000, but there's a lot of white space that hasn't picked USS yet. So let's go, yeah, there's lots of midmarket account >>Product opportunities are still, >>You know, I just stay humble and hungry and if you've got the team and then, you know, I'm really gonna be working also in the ecosystem. I think there's a lot of very good partners. So lots of ideas brew through >>The head. Okay. Well, thank you so much for coming on our super cloud event and, and, and also doubling up on the news of the new appointment and congratulations on the success guys. Coverage super cloud 22, I'm sure. Dave ante, thanks for watching. Stay tuned for more segments after this break.

>>Okay. And welcome back to the cubes live coverage here in San Francisco, California for 80 us summit 2022 Amazon web services summit 2020 New York city is coming up in the summer will be there. Check us out the cube.net. Our next guest here is Jim long. The CEO of dig also known as local. BTV a very interesting AWS customer doing some really progressive things around video and, uh, challenging the status quo in code cutting and all kinds of broadcast models. Jim, welcome to the cube. Great to see you. >>Thank you, John. Great to be here. Okay. >>So first of all, before we get into some of the disrupt option, take a minute to explain what is dig and local BTV. >>Uh, dig is all about, uh, providing, uh, edge video networking for broadcast television, basically modernizing local television and hopefully extending it to hyper local content like high schools and community government and community channels and things like that. So essentially free bringing, using the internet as an antenna to bring broadcast television to your phone, your laptop you're connected TVs. >>So if I understand it correctly, if I UN and I look at the, the materials of your site, you basically go into each market, Metro areas like New York Philly bay area, grab the tee signal out of the air. >>Yep. >>Local TV, and then open that up to everyone. Who's got, um, an >>Correct. And, uh, what, we've, where we're essentially building a hybrid network with AWS. Uh, I like to say we got all the smart and account stuff, you know, in the cloud at AWS. And we have all the dumb, fast stuff in the actual TV market. We have servers and transcoding there we work with, uh, of course, um, uh, AWS on that centrally as well. But basically that hybrid cloud allows us to be the fastest simplest and lowest cost way to get a local video. Any type could be an antenna or an IP stream to a local house. So we're, so are the local pickup and delivery people. We're not building a brand, we're not building content. We're delivering the local content to the local views. You >>Like the pipes. >>We are, we're essentially an infrastructure company. Um, we're right at that wonderful intersection of the, uh, the infrastructure and the content where I always like to play. >>I like, I love the store. I think the cost of that nature, how you're using Amazon, it's really impressive. Um, what are some of the cool things you're doing on AWS that you think's notable? >>Well, of course the, the standard issue stuff where you want to store all your data in the cloud. Right? So we, uh, and we use a quick site to, to get to that. And obviously we're using S3 and we're using media tailor, which we really like, which is cuz we first actual company on the planet. I believe that's inserting digital ads, impression based ads into local broadcast streams. So that's, that's fun because the advertisers, they like the fact that they could still do traditional TV buys and they could spice it up with digital impressions based, but ads on us. Yeah. And, and we're adding to it a real fun thing called clip it, which is user clipping. It's an app that's been running on AWS for years. It's had over half a million plays in social media. Yeah. We're combining those together and, and AWS makes it very simple to do that. >>Well, I've been using your app on my Firestick and uh, download local BTV on the app store. Um, I gotta say the calendar's awesome. And the performance is 10 times better than, than some of the other streaming apps because the other performance they crash all the time. The calendar's weird. So congratulations. Clearly you're running the cloud technology. I gotta ask you what's going on in the market? Netflix missed their earnings. The stock was down big time. Um, obviously competition what's up going on with Netflix? >>Well, what's, it's a big shift. >>What does it mean for the streaming market? >>Well, what it means is, is, is a consumer choice. It's really the golden age of consumer choice. Uh, originally back when I was a kid, it was all antenna TV. We didn't even have DBRS right. And then, uh, the cable companies and the satellite companies, the phone companies came in and took over and all of a sudden everyone started paying for TV for just linear TV. Right? And then the next thing, you know, streaming comes around, uh, Netflix shows up for, for VOD or, or SVOD, they call it cuz it's payt TV and uh, and the whole, uh, that ecosystem starts to melt down. And now you have a consumer choice market where you can pay, pay for VAD or pay for, for linear. And everyone does linear and everyone does VAD or you can use free TV. Now we correctly guessed that free TV was gonna have a huge comeback. You know, know what is it about free even obviously gen Z smarter than us boomers. They love free too. Uh, targeted advertising makes the ads less, uh, painful or less of a distraction. Uh, so we knew that free ad supported TV was gonna happen. Lots of stuff happened. And then, then the, uh, major media companies started doing their own subscription apps. Right? They're all cool. >>We like paramount plus >>Paramount plus Disney pluses, PN peacock, uh, time Warner's doing something. I mean, it's all cool, but you know, people only have so much of a big pocketbook. So what it's doing is pay TV has now become much more complicated, but also you, you know, you gotta trade off. So you saw it with Netflix, right? Yeah. Netflix is suffering from there's too much pay TV. So where are you gonna put your money on Comcast? On YouTube TV paramount plus Netflix. >>Yeah. I mean, I love the free thing. I gotta bring up something. I wanna get your reaction to a company called low cast went under, they got sued out of their deal. They were the free TV. Are you guys have issues like them? What's the cast most people don't know got was, was >>Doing same. So we started before low cast and we're uh, what we would call a permissions based system, legal system. The broadcast Mar industry, uh, is, uh, is the wild wild west. I mean, I like to say antenna TV is a direct to consumer. The antenna is a direct to consumer device and it's controlled by the channel. People it's not controlled by a platform like Comcast, right? It's not controlled by a stick. >>When you say channel, do you mean like CBS or >>Yeah, CBS or the local Korean religious cooking channel or, uh, Spanish channels or local independent to television, which is really a national treasure for us. The United States really should be making sure that local content, local channels, uh, do well local businesses, you know, with targeted advertising, Janes nail salon can, can now advertise just in San Jose and not the entire San Francisco TV market. Um, so you ha you have, have all that going on and we recognize, you know, that, that local content, but you have to have permission from the channel stuff. It's not easy because you got channels on stations. You have syndicators, it's hard to keep track of. And sometimes you, you, uh, you, you know, you have to shift things around, but, uh, low cast, uh, like another kind before it just went hog wild, illegal, trying to use a loophole, uh, didn't quite work out for 'em and, uh, >>You see, they have put out of business by the networks, the names, the big names. Yes. Content people, >>Correct. I mean the big, the big guys, but I mean, because they weren't following the rules, um, >>The rules, meaning license, the content, right. >>Well correct. Or yes, >>Basically they, they were stealing the content in the eyes of the, >>Well, there is, there is, it is a little of, a bit of a gray area between the FCC and the copyright laws that Congress made. So, um, there are people certainly out there that think there is a path there, low cast, didn't find it. We're not trying to find it. Uh, we just want to get all the free TV, uh, the bottom line. And you've seen fast channels explode recently, Pluto, uh, Samsung TV. >>And what does that all mean? >>Well, what it means is people love free TV and the best free TV out there is your local TV. So putting that on the internet and those comp, but the media companies, they have trouble with this new stuff. What's, >>What's your >>They're overthinking it. What's >>Some of this CBS, NBC, all these big guys. >>Well, those guys have a little less trouble than the people that actually, uh, they're affiliates, right? So there's 210 TV markets and the, uh, your major networks, you know, they have their own stations. And in a bit, you know, in about 39% of the population, which is about 15 to 20, is it >>Cultural or is a system system problem? >>No, it's a, it's a problem of all the, the media companies are just having trouble moving towards the new technology and, and they're, I think they're siloing it. >>So why not? You gonna let 'em die. Are you trying to do deals with em? >>Oh no, no, absolutely. For us, if we don't make money, unless stations make money, we want local TV to, to flourish. It is local TV is Neilson, just report yesterday, you know, uh, that, uh, local TV is growing. We're taking advantage of that. And I think the station groups are having a little trouble realizing that they have the original, fast channels before Pluto, before Tubi did it in movies. And, and, and what >>Are people understanding in the, in the industry? I know NA's coming up a show. Yeah, >>That's right. >>National associated of broadcasters. What's going on in that industry right now. And you're, if you get to put it down the top three problems that are opportunities to be solved, what would they be? >>Well, I think, you know, I think the, the, the, the last, the, the best one that's left is what we're doing. I have to say it, uh, I think it's worth billions. >>You free TV over the air free and stream >>O TV. Oh yeah. Over the air TV that also works with the internet, right. Public internet connected to public television stations so that everybody, including homeless people, et cetera, that, you know, they don't have a TV, they don't have an antenna, they can't afford comp. They got an >>IPhone though. >>They an iPhone. For sure. And, and so it's, it's, uh, it's a wonderful thing. It's, you know, our national broadcasting and I don't think the station groups or the major networks are taking advantage of it they're as much as they should. Yeah. And, and I don't think, you know, obviously NBC and CBS with their new apps, they're sort of done with that. They did mergers, they got, they got the virtual pay guys. I mean, YouTube TV off the ground, the only thing left is suck another shitload of good, uh, eyeballs and, and advertising. >>Well, I mean, yeah, I think that, that, and what you said earlier around subscription fatigue, I mean, nobody wants to have 20 subscriptions. >>Well, that brings up a whole new other war. That's going on that, thank goodness. We're not part of it's the platforms versus the cable companies. Right. Versus whatever. Right. Everyone's trying to be your open garden or your closed garden. They're trying to get your subscriptions in bundle self bundling it's. But I mean, it's wonderful for consumers, if you can navigate through it. Uh, we wanna, we think we'll have one of the gems in any of that everyone's want local TV. And so we'll supply that we're already doing that. We're supplying it to a couple companies, uh, free cast as a company, uh, app, a universal streaming, you know, manager, your all, all your, uh, streaming, a streaming aggregation, put your paid stuff in, put your free stuff in. They do that. And, and as, as does Roku try trying to do that fire TV, Xfinity's trying to do it. So it's all, it's a new war for the platform and hopefully we'll be on everyone. >>Well, you've been in this industry for a long time, you know, the streaming market, you know, the TV market. Um, so it's, it's good. I think it's a new battle, the shift's happening. Um, what should people know about dig local? BTV what are some of your goals for the next year or two? What are you trying to do? >>Well, what we're really trying to do is make sure that local, uh, local television thrives so that it can support wider communities. It could support hyper local content. So if you're, if you're, and we love the old paradigm and channel change, right? Forget, you know, every other app has all these boxes going by on different rows and stuff. And, and yeah, you can search and find stuff, but there's nothing like just changing channels, whether a commercial's on or, or you, you wanna see what else is on. You know, you're gonna go from local television and maybe all of a sudden, you'll see the local high school play over on another part of the, of the spectrum. And, and what we're trying to do is get those communities together. And the local high school people come over and find the local, you know, uh, Spanish, uh, Nova channel or something like that. >>So local is the new hot. >>It is. Absolutely. And by the way, it's where this high CPMs are gonna go. And the more targeted you get >>Ad revenue, >>I mean, that's for us is, is, is our number one, re we have a number of revenue streams, but targeted ads are really great for local, right? And, and so we're, we're gonna make an announce. We've >>Lost that we've lost that local, I've seen local things that local Palo Alto paper, for instance, just shut down this local sports high school coverage, our youth sports, because they don't budget, right? There's no TV community channels, like some Comcast throwaway channel. Um, we lost, we, we lo we're losing >>Local. No, I think that's a real national shame. And so I think if we can strengthen local television, I think it'll strengthen all local media. So we expect to help local radio and local newspapers. That's a bigger part of the vision. Uh, but I it's gonna happen. There's >>An education angle here too. >>There is an education angle because the bottom line is you can use linear television as a way to augment. Uh, we have a really exciting project going on in New York, uh, uh, with, uh, some of the housing, uh, projects, uh, in Harlem and, and, and the Bronx, uh, their I idea is to have the, the homework channel and they can, and literally when you have a, and both swiping and everything you can have, I mean, literally you can have a hundred schools that, that have things well, >>We know zoom schooling sucks. I mean, that didn't work. So I think you're gonna see a lot of augmentation, right. >>Amazon. >>I was just talking to some people here, AI training, machine learning, training, all here could be online in linear format. >>Yeah. And exactly. And then I think about the linear format is it's discovery television, and you can also, um, you know, you can also record it. Yeah. Right. If you see a program and you want to record it, you sit >>Record. So final minute we have left. I want to just get your thoughts on this one thing and, and ask your question. Are you looking for content? Are you, I outreach at the content providers who, >>Well, we're, we're PRI our primary mission is to get more channel local channels on which really means station groups and independence. We have a number, I mean, basically 50% of the channels in any market. When we move into it are like, this is a no-brainer. I want more eyeballs. We're Nielsen, uh, RA, uh, rated mean we support. And so we, >>How many markets are you in right now? >>We're in 21 now. And we hope to be in, uh, over 50 by the end of the year, covering more than half the United States. >>So, all right, Jim, thanks for coming on the queue. Really appreciate it. >>My pleasure. Good luck >>Recognition. Very disruptive disrupting media, um, combination of over the air TV, local with I internet. Obviously we love that with a cube. We want a cube channel anywhere possible. I'm John furry host of the queue here at AWS summit. Highing all the big trends and technologies in cloud and media back with more coverage after this short break,

>>Mhm Hello and welcome to today's session of the 2021 aws Global Public Sector partner awards. I'm Natalie early, your host for the cube and I'm delighted to present our guests. They are Jose Montero, ceo logitech the central America and Rafael Ramirez Product manager. Costa rica Ministry of Education. Welcome gentlemen to today's session. >>Think in Italy >>religion and belief. Well, let's start with Rafael. Please tell us about some of the key challenges that are affecting the Ministry of Education in Post A Rekha. >>One of the main challenges was to be able to have a product that is always available to schools that is easy to use for schools and at the same time that the product should be user friendly. That is you don't need so much training for schools to use it more. A few things that we thought of was to consider our client because schools have a very limited connectivity so we could not use very highly tech technologies because that required very huge. Both advanced and our clients, the schools would be subject to a service that was not available to them. One of the main things was to consider the client and how to reach them. Thanks to Ed attack, the ministry made an alliance with a company that thought about the innovation and they recommended different services that we can provide with a cloud through the cloud so that we are able to get to take the service to deliver the service to our clients and then they can use the platform that we are building in an easy way and at the same time to take care of the quality they need. Something important about schools was that while they were using the product, they were getting benefit that made schools to be willing to participate. >>Terrific. Well Jose I'd love it if you could give us some insight on some of the services that you are providing to the ministry. >>Sure. Um, so when, when the ministry approaches and um, and we had the opportunity to work with them um, of course, as an AWS partner, we thought, well, this is couldn't be better, right? And um, so we um, we we started to think on all of the different services that AWS offers in the cloud to provide to the ministry to be able to reach this gap. That has been for a long time where you see still, you know, people using Excel, using access Microsoft access as databases, um, instead of using all of the energy and all of the, the power that the cloud has. So when we approach to them and um, and we were able to um um, to show all of these different services that AWS could um, could provide to the Minister of Education. It was it was a perfect marriage. So, um, we we started to work with uh, with them and I think it's been awesome. This is only the first part of of a project of eight stages, We are currently working on stage two and stage Three, which will come in August and in January of 2020, And, um, but we're we're super happy to to see just in this first face, everything that has come and all of the data that has come to help the Ministry of Education in order to take action in the student's lives. >>Yeah, that's really terrific to hear. Um, you know, I'd love to hear from Rafael further about why he thinks it was so important to have cloud data at the Ministry of Education level. >>Okay, I >>will give you an important example for us in our country. We would rather gather the, collect data in paper and take that to the central office and this would enter into an Excel file. This take around two months to process all this later and make decisions. Mm When we started with the first service, which was to record the number of enrollees of the students, we could pay teachers on time, we could get the number of students and know where we had the biggest needs. So this would make a very innovative solution. And when the pandemic started, we had the first active service. This allowed us to react very quickly and we realized that in the first quarter, 19,000 students were not in in our schools because we were from a face to face service to a virtual service. So we could react very quickly. We plant a strategy with the Ministry of Education that was to come back. That is the idea goes to locate where students were. And in the next four months we could reduce the dropout From 90 students to 18,000 students. After that, we initiated a Another stage to retrieve those 18,000 students back to school. This was thanks to having the information online in some countries that may not have this problem. This might be very little. But for us, this was very, very important because we were able to reach the poll a wrist households so as to bring those students back to the school. >>Terrific. Well, that's really fantastic. Um, you know, in a non covid world, how do you think this technology will really help you, uh, to enhance education within Costa rica? See I can't. The important thing. >>This is important in the idea of this innovative product for us has a strategy of having a single file of the student. This allows us to do a follow up of what the student has done during the different school years and we can identify their lacks the weaknesses and we can see which are the programs that are more appropriate. Was to replicate this in the rest of the country without a centralized file. Like we have now, we are looking to have this traceability of students so as to have strengthened our witnesses and replicate our strength in the rest of the educational system. one of the most important things when you is that this technological unit, this implementation not only reached primary school students, but also preschool kindergarten, primary school, secondary school higher education, technical Education. So we reached every single sector where the Ministry of Education was able to detect where there was a need in the country. >>Yeah, Terrific. Well, I'd love to hear more from our other guest Jose monteiro Ceo of ecotech to central America. Uh, you know, if you could give us a, you know, more insight, more depth on the services that you provide. You, you talked about like an eight step plan. If you could just highlight those eight steps. >>Sure. Um, so part of this aid stages that we're going to be developing and um, and we hope that we'll be working with the Ministry of Education and every single one of them. Um, It causes where it brings a lot of technologies. For example, there's one that were planning on using, which is recognition from AWS. Um, the fact of um, there was, there's a lot of students that come to the country that have no documentation. There's no passports, There's no um, document I. D. There's nothing, right? So it's really hard for a um within the same school system to be able to track these students, right? Because they can they can go, they can come and they can, if they want, they can change their name. They can they can do a lot of things that are maybe are not correct. And um and sometimes it's not even because they want to do something incorrect. It's just that the uh the system or the yeah the the way of doing things manually, it allows us to do these types of changes. So for example, with with the service like recognition have been able to recognize their face or or recognize their um their idea with their with their fingerprints um and and being able to a um to interact and give give an actual recognition as the word says to this student. It's amazing. It's amazing technology that allows the Ministry of Education and the students to have a voice to have a presence even though they don't have their actual documentation because of whatever reason. Um There is something behind this that helps them um b be valuable and the b at the same time, a present in the in the system. Right? And so and and with with not only that, but with the grading with um with the attendance, with with the behavior with um with a lot of things that we're creating within these stages. Uh It's gonna be, for example, let me give you a quick example. Um There's, for example, the system that we've created for the dropouts. Um The student doesn't come one day, two days, three days and automatically. Now it'll, it'll become an alert and it will start to shot emails and alerts to the different people involved in order to see, hey listen, this student has not come for the last week, two classes. Um, we need you to go and see what's going on, Right? So this is maybe it is something very small, but it can, it can change people's life and they can change students lives and um, and, and the fact of, of knowing where they are, how they are, how are they doing, how their grades are, where we can help them and activate these different types of alerts that, um, that the system allows them to, um, to do that. It helps incredibly, the life of the student in the future, of this, of this student. And uh, in that exact, that is exactly what we're trying to do here. At the end. It's not only, um, it's okay, all of the technological and all of the different efforts that we're doing, but at the end, that's what it matters. It's, it's the student, right? It's it's the fact that, um, that he can come and he can finish his school, he can graduate, he can go to college, he can, he can become an, uh, an entrepreneur and, and be some, some day here and I at AWS conference and give him give a conference, and, and and that is exactly what the Ministry of Education is looking at, what we are looking at the project per se. >>Yeah, I mean, that's a really excellent point that you're making. I mean, this technology is helping real people on the ground and actually shaping their lives for the better. So, I mean, it's really incredible, you know, I'd love to hear more now from Rafael, just a bit what insight he can provide to other ministries, who, you know, also, you know, ministers of Education, who also would consider implementing this kind of technology and also his own experience um with this project in the AWS. >>Well, the connectivity for us is really important, not only with within the institutions of the Ministry of Education, but we also have connections with the Ministry of Health, we also have connections with the software called Sienna Julia, which allows the identification of people within the country and the benefits provided by the stage. So the country where all by little is incorporating the pieces and these cloud services, we have found that before we developed everything AWS has a set of services that allow us to focus on the problem and instead of on the solution of the technology, because services are already available. So at the country level, other ministries are incorporating these services nowadays, for covid management, the Minister of Health has a set of applications that allowed to set links between people that has positive. So this has allowed us to associate the situation with that particular student in our classrooms. So little by little services are converting education and other services into a need that allows us to focus on the problem instead of on technological solutions because services are already there for us to consume >>terrific. You know, I'd love to now shift to our other guest um Jose could you give us some insight what is the next phase for your business when you look at 2021? You know, it's gonna be, I mean, we hope it's going to be a wonderful year. Uh post Covid. Uh you know, what's your vision? >>It's it's interesting that you're saying that Natalie um education has changed Covid has um has put an acceleration to um has accelerated the the whole shift of the technological change in in education. It will not, well I hope it will not go back to the same before Covid. Um it's all of these technologies that are being created that are being organized, that are being it developed um for education specifically um an area where everything has been done the same for a long time. Um we need it, it's crazy to say this, but we needed a Covid time in order to accelerate this type of of organizations right in and now like ministry, the ministries of Education, like like the Minister of Education of Costa rica, they've had this for a long time and they've they've been thinking of the importance of making changes and everything, but until now it became a priority. Why? Because they realized that without these technologies with another pandemic, oh boy, we're going to see the effects of this and, and, and it's going to affect a lot of countries and a lot of students. Um, but it's gonna help to accelerate and understand that for example, internet, it has to be a worldwide access, just like water or electricity is in some, in our countries right now. You know, the fact of a student not having internet, um, we're taking away lot of development for this student. So I believe that after this post covid time education is going to continue to do a lot of changes and you and you'll see this and you'll see this in all of the areas in elementary, in preschool, in university, in high school. Um, you're going to see the changes that this is, um, is starting to do and we've seen it and we've seen it, but now it's going to be at a 23 or four X. So we're pretty excited. We're pretty excited what what the world it's gonna what the world's gonna bring to this table and to this specific area which is education. >>Yeah. That's really terrific to hear a silver lining in this pandemic. And just real quick uh final thoughts from rafael, are you looking to ramp up further? Uh you know, in light of what Jose has said, you know, to ramp up the digital transformation process? >>Yes, I believe this is an opportunity. The country is facing the opportunity, the resistance that we had in the sector of education, the current emergency situation. And they need to use virtual tools Have flattened these curves and narratives. Since 2000 and 20, Costa Rica started a very strong uh teach that trainer process that every four years ago it was very difficult to set to involve all teachers. But nowadays all teachers want to get trained. So we are getting there with virtual trainings with new tools, with the implementation and the use of technology in the classroom. So these kinds of emergencies somehow we have to uh, we know the pain but we know that also the gain of this whole idea of this whole situation. So this opportunity for change is something that we have to take advantage of. Thanks to these cloud services, I believe this is nowadays available and the country realized that these things are closer than what we thought of. An innovation is here to stay and I believe we have to exploit this a little by little >>terrific. Well gentlemen, thank you so much for your insights, loved hearing about the innovations taking place in the classroom, especially overseas in Costa rica. And that of course was Rafael Ramirez, the Product Manager, Costa rica, Ministry of Education, as well as Jose monteiro, the ceo of Ecotech D central America. And of course, I'm Natalie ehrlich, your host for the cube for today's session for the 2021 AWS Global Public Sector Partner Awards. Thanks very much for watching. >>Mhm.

>> Announcer: From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is theCUBE conversation. >> Hey, welcome back everybody Jeff Frick here with the cube. This is a special week it's Grace Hopper week, and Grace Hopper is the best name in tech conferences. The celebration of women in computing, and we've been going there for years we're not there this year, but one of the themes that comes up over and over at Grace Hopper is women and girls need to see women in positions that they can envision themselves being in someday. That is a really important piece of the whole diversity conversation is can I see people that I can role model after and I just want to bring up something from a couple years back from 2016 when we were there, we were there with Mimi Valdez, Christina Deoja and Dr. Jeanette Epps, Dr. Jeanette Epps is the astronaut on the right. They were there talking about "The Hidden Figures" movie. If you remember it came out 2016, it was about Katherine Johnson and all the black women working at NASA. They got no credit for doing all the math that basically keep all the astronauts safe and they made a terrific movie about it. And Janet is going up on the very first Blue Origin Space Mission Next year. This was announced a couple of months ago, so again, phenomenal leadership, black lady astronaut, going to go into space and really provide a face for a lot of young girls that want to get into that and its clearly a great STEM opportunity. So we're excited to have four terrific women today that well also are the leaders that the younger women can look up to and follow their career. So we're excited to have them so we're just going to go around. We got four terrific guests, our first one is Annabel Chang, She is the Head of State Policy and Government Regulations at Waymo. Annabel great to see you, where are you coming in from today? >> from San Francisco >> Jeff: Awesome. Next up is Inamarie Johnson. She is the Chief People and Diversity Officer for Zendesk Inamarie, great to see you. Where are you calling in from today? >> Great to be here. I am calling in from Palos Verdes the state >> Jeff: awesome >> in Southern California. >> Jeff: Some of the benefits of a virtual sometimes we can, we couldn't do that without the power of the internet. And next up is Jennifer Cabalquinto she is the Chief Financial Officer of the Golden State Warriors. Jennifer, great to see you Where are you coming in from today? >> Well, I wish I was coming in from the Chase Center in San Francisco but I'm actually calling in from Santa Cruz California today. >> Jeff: Right, It's good to see you and you can surf a lot better down there. So that's probably not all bad. And finally to round out our panelists, Kate Hogan, she is the COO of North America for Accenture. Kate, great to see you as well. Where are you coming in from today? >> Well, it's good to see you too. I am coming in from the office actually in San Jose. >> Jeff: From the office in San Jose. All right, So let's get into it . You guys are all very senior, you've been doing this for a long time. We're in a kind of a crazy period of time in terms of diversity with all the kind of social unrest that's happening. So let's talk about some of your first your journeys and I want to start with you Annabel. You're a lawyer you got into lawyering. You did lawyering with Diane Feinstein, kind of some politics, and also the city of San Francisco. And then you made this move over to tech. Talk about that decision and what went into that decision and how did you get into tech? 'cause we know part of the problem with diversity is a pipeline problem. You came over from the law side of the house. >> Yes, and to be honest politics and the law are pretty homogenous. So when I made the move to tech, it was still a lot of the same, but what I knew is that I could be an attorney anywhere from Omaha Nebraska to Miami Florida. But what I couldn't do was work for a disruptive company, potentially a unicorn. And I seized that opportunity and (indistinct) Lyft early on before Ride Hailing and Ride Sharing was even a thing. So it was an exciting opportunity. And I joined right at the exact moment that made myself really meaningful in the organization. And I'm hoping that I'm doing the same thing right now at Waymo. >> Great, Inamarie you've come from one of my favorite stories I like to talk about from the old school Clorox great product management. I always like to joke that Silicon Valley needs a pipeline back to Cincinnati and Proctor and Gamble to get good product managers out here. You were in the classic, right? You were there, you were at Honeywell Plantronics, and then you jumped over to tech. Tell us a little bit about that move. Cause I'm sure selling Clorox is a lot different than selling the terrific service that you guys provide at Zendesk. I'm always happy when I see Zendesk in my customer service return email, I know I'm going to get taken care of. >> Oh wow, that's great. We love customers like you., so thank you for that. My journey is you're right from a fortune 50 sort of more portfolio type company into tech. And I think one of the reasons is because when tech is starting out and that's what Zendesk was a few five years back or so very much an early stage growth company, two things are top of mind, one, how do we become more global? And how do we make sure that we can go up market and attract enterprise grade customers? And so my experience having only been in those types of companies was very interesting for a startup. And what was interesting for me is I got to live in a world where there were great growth targets and numbers, things I had never seen. And the agility, the speed, the head plus heart really resonated with my background. So super glad to be in tech, but you're right. It's a little different than a consumer products. >> Right, and then Jennifer, you're in a completely different world, right? So you worked for the Golden State Warriors, which everybody knows is an NBA team, but I don't know that everyone knows really how progressive the Warriors are beyond just basketball in terms of the new Chase Center, all the different events that you guys put on it. And really the leadership there has decided we really want to be an entertainment company of which the Golden State Warrior basketball team has a very, very important piece, you've come from the entertainment industry. So that's probably how they found you, but you're in the financial role. You've always been in the financial role, not traditionally thought about as a lot of women in terms of a proportion of total people in that. So tell us a little bit about your experience being in finance, in entertainment, and then making this kind of hop over to, I guess Uber entertainment. I don't know even how you would classify the warriors. >> Sports entertainment, live entertainment. Yeah, it's interesting when the Warriors opportunity came up, I naturally said well no, I don't have any sports background. And it's something that we women tend to do, right? We self edit and we want to check every box before we think that we're qualified. And the reality is my background is in entertainment and the Warriors were looking to build their own venue, which has been a very large construction project. I was the CFO at Universal Studios Hollywood. And what do we do there? We build large attractions, which are just large construction projects and we're in the entertainment business. And so that sort of B to C was a natural sort of transition for me going from where I was with Universal Studios over to the Warriors. I think a finance career is such a great career for women. And I think we're finding more and more women entering it. It is one that you sort of understand your hills and valleys, you know when you're going to be busy and so you can kind of schedule around that. I think it's really... it provides that you have a seat at the table. And so I think it's a career choice that I think is becoming more and more available to women certainly more now than it was when I first started. >> Yeah, It's interesting cause I think a lot of people think of women naturally in human resources roles. My wife was a head of human resources back in the day, or a lot of marketing, but not necessarily on the finance side. And then Kate go over to you. You're one of the rare birds you've been at Accenture  for over 20 years. So you must like airplanes and travel to stay there that long. But doing a little homework for this, I saw a really interesting piece of you talking about your boss challenging you to ask for more work, to ask for a new opportunity. And I thought that was really insightful that you, you picked up on that like Oh, I guess it's incumbent on me to ask for more, not necessarily wait for that to be given to me, it sounds like a really seminal moment in your career. >> It was important but before I tell you that story, because it was an important moment of my career and probably something that a lot of the women here on the panel here can relate to as well. You mentioned airplanes and it made me think of my dad. My father was in the air force and I remember him telling stories when I was little about his career change from the air force into a career in telecommunications. So technology for me growing up Jeff was, it was kind of part of the dinner table. I mean it was just a conversation that was constantly ongoing in our house. And I also, as a young girl, I loved playing video games. We had a Tandy computer down in the basement and I remember spending too many hours playing video games down there. And so for me my history and my really at a young age, my experience and curiosity around tech was there. And so maybe that's, what's fueling my inspiration to stay at Accenture for as long as I have. And you're right It's been two decades, which feels tremendous, but I've had the chance to work across a bunch of different industries, but you're right. I mean, during that time and I relate with what Jennifer said in terms of self editing, right? Women do this and I'm no exception, I did this. And I do remember I'm a mentor and a sponsor of mine who called me up when I'm kind of I was at a pivotal moment in my career and he said you know Kate, I've been waiting for you to call me and tell me you want this job. And I never even thought about it. I mean I just never thought that I'd be a candidate for the job and let alone somebody waiting for me to kind of make the phone call. I haven't made that mistake again, (laughing) but I like to believe I learned from it, but it was an important lesson. >> It's such a great lesson and women are often accused of being a little bit too passive and not necessarily looking out for in salary negotiations or looking for that promotion or kind of stepping up to take the crappy job because that's another thing we hear over and over from successful people is that some point in their career, they took that job that nobody else wanted. They took that challenge that really enabled them to take a different path and really a different Ascension. And I'm just curious if there's any stories on that or in terms of a leader or a mentor, whether it was in the career, somebody that you either knew or didn't know that was someone that you got kind of strength from kind of climbing through your own, kind of career progression. Will go to you first Annabel. >> I actually would love to talk about the salary negotiations piece because I have a group of friends about that we've been to meeting together once a month for the last six years now. And one of the things that we committed to being very transparent with each other about was salary negotiations and signing bonuses and all of the hard topics that you kind of don't want to talk about as a manager and the women that I'm in this group with span all types of different industries. And I've learned so much from them, from my different job transitions about understanding the signing bonus, understanding equity, which is totally foreign to me coming from law and politics. And that was one of the most impactful tools that I've ever had was a group of people that I could be open with talking about salary negotiations and talking about how to really manage equity. Those are totally foreign to me up until this group of women really connected me to these topics and gave me some of that expertise. So that is something I strongly encourage is that if you haven't openly talked about salary negotiations before you should begin to do so. >> It begs the question, how was the sensitivity between the person that was making a lot of money and the person that wasn't? And how did you kind of work through that as a group for the greater good of everyone? >> Yeah, I think what's really eye opening is that for example, We had friends who were friends who were on tech, we had friends who were actually the entrepreneurs starting their own businesses or law firm, associates, law firm partners, people in PR, so we understood that there was going to be differences within industry and frankly in scale, but it was understanding even the tools, whether I think the most interesting one would be signing bonus, right? Because up until a few years ago, recruiters could ask you what you made and how do you avoid that question? How do you anchor yourself to a lower salary range or avoid that happening? I didn't know this, I didn't know how to do that. And a couple of women that had been in more senior negotiations shared ways to make sure that I was pinning myself to a higher salary range that I wanted to be in. >> That's great. That's a great story and really important to like say pin. it's a lot of logistical details, right? You just need to learn the techniques like any other skill. Inamarie, I wonder if you've got a story to share here. >> Sure. I just want to say, I love the example that you just gave because it's something I'm super passionate about, which is transparency and trust. Then I think that we're building that every day into all of our people processes. So sure, talk about sign on bonuses, talk about pay parody because that is the landscape. But a quick story for me, I would say is all about stepping into uncertainty. And when I coach younger professionals of course women, I often talk about, don't be afraid to step into the role where all of the answers are not vetted down because at the end of the day, you can influence what those answers are. I still remember when Honeywell asked me to leave the comfort of California and to come to the East coast to New Jersey and bring my family. And I was doing well in my career. I didn't feel like I needed to do that, but I was willing after some coaching to step into that uncertainty. And it was one of the best pivotal moment in my career. I didn't always know who I was going to work with. I didn't know the challenges and scope I would take on, but those were some of the biggest learning experiences and opportunities and it made me a better executive. So that's always my coaching, like go where the answers aren't quite vetted down because you can influence that as a leader. >> That's great, I mean, Beth Comstock former vice chair at GE, one of her keynotes I saw had a great line, get comfortable with being uncomfortable. And I think that its a really good kind of message, especially in the time we're living in with accelerated change. But I'm curious, Inamarie was the person that got you to take that commitment. Would you consider that a sponsor, a mentor, was it a boss? Was it maybe somebody not at work, your spouse or a friend that said go for it. What kind of pushed you over the edge to take that? >> It's a great question. It was actually the boss I was going to work for. He was the CHRO, and he said something that was so important to me that I've often said it to others. And he said trust me, he's like I know you don't have all the answers, I know we don't have this role all figured out, I know you're going to move your family, but if you trust me, there is a ton of learning on the other side of this. And sometimes that's the best thing a boss can do is say we will go on this journey together. I will help you figure it out. So it was a boss, but I think it was that trust and that willingness for him to stand and go alongside of me that made me pick up my family and be willing to move across the country. And we stayed five years and really, I am not the same executive because of that experience. >> Right, that's a great story, Jennifer, I want to go to you, you work for two owners that are so progressive and I remember when Joe Lacob came on the floor a few years back and was booed aggressively coming into a franchise that hadn't seen success in a very long time, making really aggressive moves in terms of personnel, both at the coaches and the players level, the GM level. But he had a vision and he stuck to it. And the net net was tremendous success. I wonder if you can share any of the stories, for you coming into that organization and being able to feel kind of that level of potential success and really kind of the vision and also really a focus on execution to make the vision real cause vision without execution doesn't really mean much. If you could share some stories of working for somebody like Joe Lacob, who's so visionary but also executes so very, very effectively. >> Yeah, Joe is, well I have the honor of working for Joe, for Rick Welts to who's our president. Who's living legend with the NBA with Peter Guber. Our leadership at the Warriors are truly visionary and they set audacious targets. And I would say from a story the most recent is, right now what we're living through today. And I will say Joe will not accept that we are not having games with fans. I agree he is so committed to trying to solve for this and he has really put the organization sort of on his back cause we're all like well, what do we do? And he has just refused to settle and is looking down every path as to how do we ensure the safety of our fans, the safety of our players, but how do we get back to live entertainment? And this is like a daily mantra and now the entire organization is so focused on this and it is because of his vision. And I think you need leaders like that who can set audacious goals, who can think beyond what's happening today and really energize the entire organization. And that's really what he's done. And when I talked to my peers and other teams in there they're talking about trying to close out their season or do these things. And they're like well, we're talking about, how do we open the building? And we're going to have fans, we're going to do this. And they look at me and they're like, what are you talking about? And I said, well we are so fortunate. We have leadership that just is not going to settle. Like they are just always looking to get out of whatever it is that's happening and fix it. So Joe is so committed His background, he's an epidemiologist major I think. Can you imagine how unique a background that is and how timely. And so his knowledge of just around the pandemic and how the virus is spread. And I mean it's phenomenal to watch him work and leverage sort of his business acumen, his science acumen and really think through how do we solve this. Its amazing. >> The other thing thing that you had said before is that you basically intentionally told people that they need to rethink their jobs, right? You didn't necessarily want to give them permission to get you told them we need to rethink their jobs. And it's a really interesting approach when the main business is just not happening, right? There's just no people coming through the door and paying for tickets and buying beers and hotdogs. It's a really interesting talk. And I'm curious, kind of what was the reception from the people like hey, you're the boss, you just figure it out or were they like hey, this is terrific that he pressed me to come up with some good ideas. >> Yeah, I think when all of this happened, we were resolved to make sure that our workforce is safe and that they had the tools that they needed to get through their day. But then we really challenged them with re imagining what the next normal is. Because when we come out of this, we want to be ahead of everybody else. And that comes again from the vision that Joe set, that we're going to use this time to make ourselves better internally because we have the time. I mean, we had been racing towards opening Chase Center and not having time to pause. Now let's use this time to really rethink how we're doing business. What can we do better? And I think it's really reinvigorated teams to really think and innovate in their own areas because you can innovate anything, right?. We're innovating how you pay payables, we're all innovating, we're rethinking the fan experience and queuing and lines and all of these things because now we have the time that it's really something that top down we want to come out of this stronger. >> Right, that's great. Kate I'll go to you, Julie Sweet, I'm a big fan of Julie Sweet. we went to the same school so go go Claremont. But she's been super aggressive lately on a lot of these things, there was a get to... I think it's called Getting to 50 50 by 25 initiative, a formal initiative with very specific goals and objectives. And then there was a recent thing in terms of doing some stuff in New York with retraining. And then as you said, military being close to your heart, a real specific military recruiting process, that's formal and in place. And when you see that type of leadership and formal programs put in place not just words, really encouraging, really inspirational, and that's how you actually get stuff done as you get even the consulting businesses, if you can't measure it, you can't improve it. >> Yeah Jeff, you're exactly right. And as Jennifer was talking, Julie is exactly who I was thinking about in my mind as well, because I think it takes strong leadership and courage to set bold bold goals, right? And you talked about a few of those bold goals and Julie has certainly been at the forefront of that. One of the goals we set in 2018 actually was as you said to achieve essentially a gender balance workforce. So 50% men, 50% women by 2025, I mean, that's ambitious for any company, but for us at the time we were 400,000 people. They were 500, 6,000 globally. So when you set a goal like that, it's a bold goal and it's a bold vision. And we have over 40% today, We're well on our path to get to 50%, I think by 2025. And I was really proud to share that goal in front of a group of 200 clients the day that it came out, it's a proud moment. And I think it takes leaders like Julie and many others by the way that are also setting bold goals, not just in my company to turn the dial here on gender equality in the workforce, but it's not just about gender equality. You mentioned something I think it's probably at as, or more important right now. And that's the fact that at least our leadership has taken a Stand, a pretty bold stand against social injustice and racism, >> Right which is... >> And so through that we've made some very transparent goals in North America in terms of the recruitment and retention of our black African American, Hispanic American, Latinex communities. We've set a goal to increase those populations in our workforce by 60% by 2025. And we're requiring mandatory training for all of our people to be able to identify and speak up against racism. Again, it takes courage and it takes a voice. And I think it takes setting bold goals to make a change and these are changes we're committed to. >> Right, that's terrific. I mean, we started the conversation with Grace Hopper, they put out an index for companies that don't have their own kind of internal measure to do surveys again so you can get kind of longitudinal studies over time and see how you're improving Inamarie, I want to go to you on the social justice thing. I mean, you've talked a lot about values and culture. It's a huge part of what you say. And I think that the quote that you use, if I can steal it is " no culture eats strategy for breakfast" and with the social injustice. I mean, you came out with special values just about what Zendesk is doing on social injustice. And I thought I was actually looking up just your regular core mission and value statement. And this is what came up on my Google search. So I wanted to A, you published this in a blog in June, taking a really proactive stand. And I think you mentioned something before that, but then you're kind of stuck in this role as a mind reader. I wonder if you can share a little bit of your thoughts of taking a proactive stand and what Zendesk is doing both you personally, as well as a company in supporting this. And then what did you say as a binder Cause I think these are difficult kind of uncharted waters on one hand, on the other hand, a lot of people say, hello, this has been going on forever. You guys are just now seeing cellphone footage of madness. >> Yeah Wow, there's a lot in there. Let me go to the mind reader comments, cause people are probably like, what is that about? My point was last December, November timing. I've been the Chief People Officer for about two years And I decided that it really was time with support from my CEO that Zendesk have a Chief Diversity Officer sitting in at the top of the company, really putting a face to a lot of the efforts we were doing. And so the mind reader part comes in little did I know how important that stance would become, in the may June Timing? So I joked that, it almost felt like I could have been a mind reader, but as to what have we done, a couple of things I would call out that I think are really aligned with who we are as a company because our culture is highly threaded with the concept of empathy it's been there from our beginning. We have always tried to be a company that walks in the shoes of our customers. So in may with the death of George Floyd and the world kind of snapping and all of the racial injustice, what we said is we wanted to not stay silent. And so most of my postings and points of view were that as a company, we would take a stand both internally and externally and we would also partner with other companies and organizations that are doing the big work. And I think that is the humble part of it, we can't do it all at Zendesk, we can't write all the wrongs, but we can be in partnership and service with other organizations. So we used funding and we supported those organizations and partnerships. The other thing that I would say we did that was super important along that empathy is that we posted space for our employees to come together and talk about the hurt and the pain and the experiences that were going on during those times and we called those empathy circles. And what I loved is initially, it was through our mosaic community, which is what we call our Brown and black and persons of color employee resource group. But it grew into something bigger. We ended up doing five of these empathy circles around the globe and as leadership, what we were there to do is to listen and stand as an ally and support. And the stories were life changing. And the stories really talked about a number of injustice and racism aspects that are happening around the world. And so we are committed to that journey, we will continue to support our employees, we will continue to partner and we're doing a number of the things that have been mentioned. But those empathy circles, I think were definitely a turning point for us as an organization. >> That's great, and people need it right? They need a place to talk and they also need a place to listen if it's not their experience and to be empathetic, if you just have no data or no knowledge of something, you need to be educated So that is phenomenal. I want to go to you Jennifer. Cause obviously the NBA has been very, very progressive on this topic both as a league, and then of course the Warriors. We were joking before. I mean, I don't think Steph Curry has ever had a verbal misstep in the history of his time in the NBA, the guy so eloquent and so well-spoken, but I wonder if you can share kind of inside the inner circle in terms of the conversations, that the NBA enabled right. For everything from the jerseys and going out on marches and then also from the team level, how did that kind of come down and what's of the perception inside the building? >> Sure, obviously I'm so proud to be part of a league that is as progressive and has given voice and loud, all the teams, all the athletes to express how they feel, The Warriors have always been committed to creating a diverse and equitable workplace and being part of a diverse and equitable community. I mean that's something that we've always said, but I think the situation really allowed us, over the summer to come up with a real formal response, aligning ourselves with the Black Lives Matter movement in a really meaningful way, but also in a way that allows us to iterate because as you say, it's evolving and we're learning. So we created or discussed four pillars that we wanted to work around. And that was really around wallet, heart, beat, and then tongue or voice. And Wallet is really around putting our money where our mouth is, right? And supporting organizations and groups that aligned with the values that we were trying to move forward. Heart is around engaging our employees and our fan base really, right? And so during this time we actually launched our employee resource groups for the first time and really excited and energized about what that's doing for our workforce. This is about promoting real action, civic engagement, advocacy work in the community and what we've always been really focused in a community, but this really hones it around areas that we can all rally around, right? So registration and we're really focused on supporting the election day results in terms of like having our facilities open to all the electorate. So we're going to have our San Francisco arena be a ballot drop off, our Oakland facilities is a polling site, Santa Cruz site is also a polling location, So really promoting sort of that civic engagement and causing people to really take action. heart is all around being inclusive and developing that culture that we think is really reflective of the community. And voice is really amplifying and celebrating one, the ideas, the (indistinct) want to put forth in the community, but really understanding everybody's culture and really just providing and using the platform really to provide a basis in which as our players, like Steph Curry and the rest want to share their own experiences. we have a platform that can't be matched by any pedigree, right? I mean, it's the Warriors. So I think really getting focused and rallying around these pillars, and then we can iterate and continue to grow as we define the things that we want to get involved in. >> That's terrific. So I have like pages and pages and pages of notes and could probably do this for hours and hours, but unfortunately we don't have that much time we have to wrap. So what I want to do is give you each of you the last word again as we know from this problem, right? It's not necessarily a pipeline problem, it's really a retention problem. We hear that all the time from Girls in Code and Girls in Tech. So what I'd like you to do just to wrap is just a couple of two or three sentences to a 25 year old, a young woman sitting across from you having coffee socially distanced about what you would tell her early in the career, not in college but kind of early on, what would the be the two or three sentences that you would share with that person across the table and Annabel, we'll start with you. >> Yeah, I will have to make a pitch for transportation. So in transportation only 15% of the workforce is made up of women. And so my advice would be that there are these fields, there are these opportunities where you can make a massive impact on the future of how people move or how they consume things or how they interact with the world around them. And my hope is that being at Waymo, with our self driving car technology, that we are going to change the world. And I am one of the initial people in this group to help make that happen. And one thing that I would add is women spend almost an hour a day, shuttling their kids around, and we will give you back that time one day with our self driving cars so that I'm a mom. And I know that that is going to be incredibly powerful on our daily lives. >> Jeff: That's great. Kate, I think I might know what you're already going to say, but well maybe you have something else you wanted to say too. >> I don't know, It'll be interesting. Like if I was sitting across the table from a 25 year old right now I would say a couple of things first I'd say look intentionally for a company that has an inclusive culture. Intentionally seek out the company that has an inclusive culture, because we know that companies that have inclusive cultures retain women in tech longer. And the companies that can build inclusive cultures will retain women in tech, double, double the amount that they are today in the next 10 years. That means we could put another 1.4 million women in tech and keep them in tech by 2030. So I'd really encourage them to look for that. I'd encouraged them to look for companies that have support network and reinforcements for their success, and to obviously find a Waymo car so that they can not have to worry where kids are on for an hour when you're parenting in a few years. >> Jeff: I love the intentional, it's such a great word. Inamarie, >> I'd like to imagine that I'm sitting across from a 25 year old woman of color. And what I would say is be authentically you and know that you belong in the organization that you are seeking and you were there because you have a unique perspective and a voice that needs to be heard. And don't try to be anything that you're not, be who you are and bring that voice and that perspective, because the company will be a better company, the management team will be a better management team, the workforce will be a better workforce when you belong, thrive and share that voice. >> I love that, I love that. That's why you're the Chief People Officer and not Human Resources Officer, cause people are not resources like steel and cars and this and that. All right, Jennifer, will go to you for the wrap. >> Oh my gosh, I can't follow that. But yes, I would say advocate for yourself and know your value. I think really understanding what you're worth and being willing to fight for that is critical. And I think it's something that women need to do more. >> Awesome, well again, I wish we could go all day, but I will let you get back to your very, very busy day jobs. Thank you for participating and sharing your insight. I think it's super helpful. And there and as we said at the beginning, there's no better example for young girls and young women than to see people like you in leadership roles and to hear your voices. So thank you for sharing. >> Thank you. >> All right. >> Thank you. >> Okay thank you. >> Thank you >> All right, so that was our diversity panel. I hope you enjoyed it, I sure did. I'm looking forward to chapter two. We'll get it scheduled as soon as we can. Thanks for watching. We'll see you next time. (upbeat music)

>> Announcer: From around the globe, it's theCUBE. With digital coverage of VMworld 2020, brought to you by VMware and its ecosystem partners. >> Welcome back, I'm Stu Miniman. This is theCUBE's coverage of VMworld 2020 of course, happening virtually. And there are certain people that we talk to every year at theCUBE, and this guest, I believe, has been on theCUBE at VMworld more than any others. It's actually not Pat Gelsinger, Eric Herzog. He is the chief marketing officer and vice president of global storage channels at IBM. Eric, Mr. Zoginstor, welcome back to theCUBE, nice to see you. >> Thank you very much, Stu. IBM always enjoys hanging with you, John, and Dave. And again, glad to be here, although not in person this time at VMworld 2020 virtual. Thanks again for having IBM. >> Alright, so, you know, some things are the same, others, very different. Of course, Eric, IBM, a long, long partner of VMware's. Why don't you set up for us a little bit, you know, 2020, the major engagements, what's new with IBM and VMware? >> So, a couple of things, first of all, we have made our Spectrum Virtualize software, software defined block storage work in virtual machines, both in AWS and IBM Cloud. So we started with IBM Cloud and then earlier this year with AWS. So now we have two different cloud platforms where our Spectrum Virtualize software sits in a VM at the cloud provider. The other thing we've done, of course, is V7 support. In fact, I've done several VMUGs. And in fact, my session at VMworld is going to talk about both our support for V7 but also what we're doing with containers, CSI, Kubernetes overall, and how we can support that in a virtual VMware environment, and also we're doing with traditional ESX and VMware configurations as well. And of course, out to the cloud, as I just talked about. >> Yeah, that discussion of hybrid cloud, Eric, is one that we've been hearing from IBM for a long time. And VMware has had that message, but their cloud solutions have really matured. They've got a whole group going deep on cloud native. The Amazon solutions have been something that they've been partnering, making sure that, you know, data protection, it can span between, you know, the traditional data center environment where VMware is so dominant, and the public clouds. You're giving a session on some of those hybrid cloud solutions, so share with us a little bit, you know, where do the visions completely agree? What's some of the differences between what IBM is doing and maybe what people are hearing from VMware? >> Well, first of all, our solutions don't always require VMware to be installed. So for example, if you're doing it in a container environment, for example, with Red Hat OpenShift, that works slightly different. Not that you can't run Red Hat products inside of a virtual machine, which you can, but in this case, I'm talking Red Hat native. We also of course do VMware native and support what VMware has announced with their Kubernetes based solutions that they've been talking about since VMworld last year, obviously when Pat made some big announcements onstage about what they were doing in the container space. So we've been following that along as well. So from that perspective, we have agreement on a virtual machine perspective and of course, what VMware is doing with the container space. But then also a slightly different one when we're doing Red Hat OpenShift as a native configuration, without having a virtual machine involved in that configuration. So those are both the commonalities and the differences that we're doing with VMware in a hybrid cloud configuration. >> Yeah. Eric, you and I both have some of those scars from making sure that storage works in a virtual environment. It took us about a decade to get things to really work at the VM level. Containers, it's been about five years, it feels like we've made faster progress to make sure that we can have stateful environments, we can tie up with storage, but give us a little bit of a look back as to what we've learned and how we've made sure that containerized, Kubernetes environments, you know, work well with storage for customers today. >> Well, I think there's a couple of things. First of all, I think all the storage vendors learn from VMware. And then the expansion of virtual environments beyond VMware to other virtual environments as well. So I think all the storage vendors, including IBM learned through that process, okay, when the next thing comes, which of course in this case happens to be containers, both in a VMware environment, but in an open environment with the Kubernetes management framework, that you need to be able to support it. So for example, we have done several different things. We support persistent volumes in file block and object store. And we started with that almost three years ago on the block side, then we added the file side and now the object storage side. We also can back up data that's in those containers, which is an important feature, right? I am sitting there and I've got data now and persistent volume, but I got to back it up as well. So we've announced support for container based backup either with Red Hat OpenShift or in a generic Kubernetes environment, because we're realistic at IBM. We know that you have to exist in the software infrastructure milieu, and that includes VMware and competitors of VMware. It includes Red Hat OpenShift, but also competitors to Red Hat. And we've made sure that we support whatever the end user needs. So if they're going with Red Hat, great. If they're going with a generic container environment, great. If they're going to use VMware's container solutions, great. And on the virtualization engines, the same thing. We started with VMware, but also have added other virtualization engines. So you think the storage community as a whole and IBM in particular has learned, we need to be ready day one. And like I said, three years ago, we already had persistent volume support for block store. It's still the dominant storage and we had that three years ago. So for us, that would be really, I guess, two years from what you've talked about when containers started to take off. And within two years we had something going that was working at the end user level. Our sales team could sell our business partners. As you know, many of the business partners are really rallying around containers, whether it be Red Hat or in what I'll call a more generic environment as well. They're seeing the forest through the trees. I do think when you look at it from an end user perspective, though, you're going to see all three. So, particularly in the Global Fortune 1000, you're going to see Red Hat environments, generic Kubernetes environments, VMware environments, just like you often see in some instances, heterogeneous virtualization environments, and you're still going to see bare metal. So I think it's going to vary by application workload and use case. And I think all, I'd say midsize enterprise up, let's say, $5 billion company and up, probably will have at least two, if not all three of those environments, container, virtual machine, and bare metal. So we need to make sure that at IBM we support all those environments to keep those customers happy. >> Yeah, well, Eric, I think anybody, everybody in the industry knows, IBM can span those environments, you know, support through generations. And very much knows that everything in IT tends to be additive. You mentioned customers, Eric, you talk to a lot of customers. So bring us inside, give us a couple examples if you would, how are they dealing with this transition? For years we've been talking about, you know, enabling developers, having them be tied more tightly with what the enterprise is doing. So what are you seeing from some of your customers today? >> Well, I think the key thing is they'd like to use data reuse. So, in this case, think of a backup, a snap or replica dataset, which is real world data, and being able to use that and reuse that. And now the storage guys want to make sure they know who's, if you will, checked it out. We do that with our Spectrum Copy Data Management. You also have, of course, integration with the Ansible framework, which IBM supports, in fact, we'll be announcing some additional support for more features in Ansible coming at the end of October. We'll be doing a large launch, very heavily on containers. Containers and primary storage, containers in hybrid cloud environments, containers in big data and AI environments, and containers in the modern data protection and cyber resiliency space as well. So we'll be talking about some additional support in this case about Ansible as well. So you want to make sure, one of the key things, I think, if you're a storage guy, if I'm the VP of infrastructure, or I'm the CIO, even if I'm not a storage person, in fact, if you think about it, I'm almost 70 now. I have never, ever, ever, ever met a CIO who used to be a storage guy, ever. Whether I, I've been with big companies, I was at EMC, I was at Seagate Maxtor, I've been at IBM actually twice. I've also done seven startups, as you guys know at theCUBE. I have never, ever met a CIO who used to be a storage person. Ever, in all those years. So, what appeals to them is, how do I let the dev guys and the test guys use that storage? At the same time, they're smart enough to know that the software guys and the test guys could actually screw up the storage, lose the data, or if they don't lose the data, cost them hundreds of thousands to millions of dollars because they did something wrong and they have to reconfigure all the storage solutions. So you want to make sure that the CIO is comfortable, that the dev and the test teams can use that storage properly. It's a part of what Ansible's about. You want to make sure that you've got tight integration. So for example, we announced a container native version of our Spectrum Discover software, which gives you comprehensive metadata, cataloging and indexing. Not only for IBM's scale-out file, Spectrum Scale, not only for IBM object storage, IBM cloud object storage, but also for Amazon S3 and also for NetApp filers and also for EMC Isilon. And it's a container native. So you want to make sure in that case, we have an API. So the AI software guys, or the big data software guys could interface with that API to Spectrum Discover, let them do all the work. And we're talking about a piece of software that can traverse billions of objects in two seconds, billions of them. And is ideal to use in solutions that are hundreds of petabytes, up into multiple exabytes. So it's a great way that by having that API where the CIO is confident that the software guys can use the API, not mess up the storage because you know, the storage guys and the data scientists can configure Spectrum Discover and then save it as templates and run an AI workload every Monday, and then run a big data workload every Tuesday, and then Wednesday run a different AI workload and Thursday run a different big data. And so once they've set that up, everything is automated. And CIOs love automation, and they really are sensitive. Although they're all software guys, they are sensitive to software guys messing up the storage 'cause it could cost them money, right? So that's their concern. We make it easy. >> Absolutely, Eric, you know, it'd be lovely to say that storage is just invisible, I don't need to think about it, but when something goes wrong, you need those experts to be able to dig in. You spent some time talking about automation, so critically important. How about the management layer? You know, you think back, for years it was, vCenter would be the place that everything can plug in. You could have more generalists using it. The HCI waves were people kind of getting away from being storage specialists. Today VMware has, of course vCenter's their main estate, but they have Tanzu. On the IBM and Red Hat side, you know, this year you announced the Advanced Cluster Management. What's that management landscape look like? How does the storage get away from managing some of the bits and bytes and, you know, just embrace more of that automation that you talked about? >> So in the case of IBM, we make sure we can support both. We need to appeal to the storage nerd, the storage geek if you will. The same time to a more generalist environment, whether it be an infrastructure manager, whether it be some of the software guys. So for example, we support, obviously vCenter. We're going to be supporting all of the elements that are going to happen in a container environment that VMware is doing. We have hot integration and big time integration with Red Hat's management framework, both with Ansible, but also in the container space as well. We're announcing some things that are coming again at the end of October in the container space about how we interface with the Red Hat management schema. And so you don't always have to have the storage expert manage the storage. You can have the Red Hat administrator, or in some cases, the DevOps guys do it. So we're making sure that we can cover both sides of the fence. Some companies, this just my personal belief, that as containers become commonplace while the software guys are going to want to still control it, there eventually will be a Red Hat/container admin, just like all the big companies today have VMware admins. They all do. Or virtualization admins that cover VMware and VMware's competitors such as Hyper-V. They have specialized admins to run that. And you would argue, VMware is very easy to use, why aren't the software guys playing with it? 'Cause guess what? Those VMs are sitting on servers containing both apps and data. And if the software guy comes in to do something, messes it up, so what have of the big entities done? They've created basically a virtualization admin layer. I think that over time, either the virtualization admins become virtualization/container admins, or if it's a big enough for both estates, there'll be container admins at the Global Fortune 500, and they'll also be virtualization admins. And then the software guys, the devOps guys will interface with that. There will always be a level of management framework. Which is why we integrate, for example, with vCenter, what we're doing with Red Hat, what we do with generic Kubernetes, to make sure that we can integrate there. So we'll make sure that we cover all areas because a number of our customers are very large, but some of our customers are very small. In fact, we have a company that's in the software development space for autonomous driving. They have over a hundred petabytes of IBM Spectrum Scale in a container environment. So that's a small company that's gone all containers, at the same time, we have a bunch of course, Global Fortune 1000s where IBM plays exceedingly well that have our products. And they've got some stuff sitting in VMware, some such sitting in generic Kubernetes, some stuff sitting in Red Hat OpenShift and some stuff still in bare metal. And in some cases they don't want their software people to touch it, in other cases, these big accounts, they want their software people empowered. So we're going to make sure we could support both and both management frameworks. Traditional storage management framework with each one of our products and also management frameworks for virtualization, which we've already been doing. And now management frame first with container. We'll make sure we can cover all three of those bases 'cause that's what the big entities will want. And then in the smaller names, you'll have to see who wins out. I mean, they may still use three in a small company, you really don't know, so you want to make sure you've got everything covered. And it's very easy for us to do this integration because of things we've already historically done, particularly with the virtualization environment. So yes, the interstices of the integration are different, but we know here's kind of the process to do the interconnectivity between a storage management framework and a generic management framework, in, originally of course, vCenter, and now doing it for the container world as well. So at least we've learned best practices and now we're just tweaking those best practices in the difference between a container world and a virtualization world. >> Eric, VMworld is one of the biggest times of the year, where we all get together. I know how busy you are going to the show, meeting with customers, meeting with partners, you know, walking the hallways. You're one of the people that traveled more than I did pre-COVID. You know, you're always at the partner shows and meeting with people. Give us a little insight as to how you're making sure that, partners and customers, those conversations are still happening. We understand everything over video can be a little bit challenging, but, what are you seeing here in 2020? How's everybody doing? >> Well, so, a couple of things. First of all, I already did two partner meetings today. (laughs) And I have an end user meeting, two end user meetings tomorrow. So what we've done at IBM is make sure we do a couple things. One, short and to the point, okay? We have automated tools to actually show, drawing, just like the infamous walk up to the whiteboard in a face to face meeting, we've got that. We've also now tried to make sure everybody is being overly inundated with WebEx. And by the way, there's already a lot of WebEx anyway. I can think of meeting I had with a telco, one of the Fortune 300, and this was actually right before Thanksgiving. I was in their office in San Jose, but they had guys in Texas and guys in the East Coast all on. So we're still over WebEx, but it also was a two and a half hour meeting, actually almost a three hour meeting. And both myself and our Flash CTO went up to the whiteboard, which you could then see over WebEx 'cause they had a camera showing up onto the whiteboard. So now you have to take that and use integrated tools. One, but since people are now, I would argue, over WebEx. There is a different feel to doing the WebEx than when you're doing it face to face. We have to fly somewhere, or they have to fly somewhere. We have to even drive somewhere, so in between meetings, if you're going to do four customer calls, Stu, as you know, I travel all over the world. So I was in Sweden actually right before COVID. And in one day, the day after we had a launch, we launched our new Flash System products in February on the 11th, on February 12th, I was still in Stockholm and I had two partner meetings and two end user meetings. But the sales guy was driving me around. So in between the meetings, you'd be in the car for 20 minutes or half an hour. So it connects different when you can do WebEx after WebEx after WebEx with basically no break. So you have to be sensitive to that when you're talking to your partners, sensitive of that when you're talking to the customers sensitive when you're talking to the analysts, such as you guys, sensitive when you're talking to the press and all your various constituents. So we've been doing that at IBM, really, since the COVID thing got started, is coming up with some best practices so we don't overtax the end users and overtax our channel partners. >> Yeah, Eric, the joke I had on that is we're all following the Bill Belichick model now, no days off, just meeting, meeting, meeting every day, you can stack them up, right? You used to enjoy those downtimes in between where you could catch up on a call, do some things. I had to carve out some time to make sure that stack of books that normally I would read in the airports or on flights, everything, you know. I do enjoy reading a book every now and again, so. Final thing, I guess, Eric. Here at VMworld 2020, you know, give us final takeaways that you want your customers to have when it comes to IBM and VMware. >> So a couple of things, A, we were tightly integrated and have been tightly integrated for what they've been doing in their traditional virtualization environment. As they move to containers we'll be tightly integrated with them as well, as well as other container platforms, not just from IBM with Red Hat, but again, generic Kubernetes environments with open source container configurations that don't use IBM Red Hat and don't use VMware. So we want to make sure that we span that. In traditional VMware environments, like with Version 7 that came out, we make sure we support it. In fact, VMware just announced support for NVMe over Fibre Channel. Well, we've been shipping NVMe over Fibre Channel for just under two years now. It'll be almost two years, well, it will be two years in October. So we're sitting here in September, it's almost been two years since we've been shipping that. But they haven't supported it, so now of course we actually, as part of our launch, I pre say something, as part of our launch, the last week of October at IBM's TechU it'll be on October 27th, you can join for free. You don't need to attend TechU, we'll have a free registration page. So just follow Zoginstor or look at my LinkedIns 'cause I'll be posting shortly when we have the link, but we'll be talking about things that we're doing around V7, with support for VMware's announcement of NVMe over Fibre Channel, even though we've had it for two years coming next month. But they're announcing support, so we're doing that as well. So all of those sort of checkbox items, we'll continue to do as they push forward into the container world. IBM will be there right with them as well because we know it's a very large world and we need to support everybody. We support VMware. We supported their competitors in the virtualization space 'cause some customers have, in fact, some customers have both. They've got VMware and maybe one other of the virtualization elements. Usually VMware is the dominant of course, but if they've got even a little bit of it, we need to make sure our storage works with it. We're going to do the same thing in the container world. So we will continue to push forward with VMware. It's a tight relationship, not just with IBM Storage, but with the server group, clearly with the cloud team. So we need to make sure that IBM as a company stays very close to VMware, as well as, obviously, what we're doing with Red Hat. And IBM Storage makes sure we will do both. I like to say that IBM Storage is a Switzerland of the storage industry. We work with everyone. We work with all these infrastructure players from the software world. And even with our competitors, our Spectrum Virtualized software that comes on our Flash Systems Array supports over 550 different storage arrays that are not IBM's. Delivering enterprise-class data services, such as snapshot, replication data, at rest encryption, migration, all those features, but you can buy the software and use it with our competitors' storage array. So at IBM we've made a practice of making sure that we're very inclusive with our software business across the whole company and in storage in particular with things like Spectrum Virtualize, with what we've done with our backup products, of course we backup everybody's stuff, not just ours. We're making sure we do the same thing in the virtualization environment. Particularly with VMware and where they're going into the container world and what we're doing with our own, obviously sister division, Red Hat, but even in a generic Kubernetes environment. Everyone's not going to buy Red Hat or VMware. There are people going to do Kubernetes industry standard, they're going to use that, if you will, open source container environment with Kubernetes on top and not use VMware and not use Red Hat. We're going to make sure if they do it, what I'll call generically, if they use Red Hat, if they use VMware or some combo, we will support all of it and that's very important for us at VMworld to make sure everyone is aware that while we may own Red Hat, we have a very strong, powerful connection to VMware and going to continue to do that in the future as well. >> Eric Herzog, thanks so much for joining us. Always a pleasure catching up with you. >> Thank you very much. We love being with theCUBE, you guys do great work at every show and one of these days I'll see you again and we'll have a beer. In person. >> Absolutely. So, definitely, Dave Vellante and John Furrier send their best, I'm Stu Miniman, and thank you as always for watching theCUBE. (relaxed electronic music)

>> Narrator: From the CUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is The CUBE Conversation. >> Everyone, welcome to the special CUBE Conversation here. In the CUBES Palo Alto studios, I'm John Furrier, your host with a great story here to tell and a great story with Bob Russell, the CEO of the CTA group, also known as the Community Technology Alliance. Great story, very relevant in this time and has to involve data and technologies for good. So, Bob, thanks for spending the time to join me today. Thanks for remote dialing in or internetting in thank you. >> My pleasure, great to be with you. >> You guys have a really great mission with the Community Technology Alliance. Also known as the CTA group, which is you guys go by, take a minute to explain the firm and what you guys do coz I think this is a high impact story for this community just in general, but now more than ever, it's great story. Can you take a minute to explain? >> Thank you. We're a San Jose based nonprofit and we were founded in 1991 to provide the technology needed to support the work to end homelessness in a number of California communities and counties, primarily by providing data collection and reporting tools for agencies that were receiving federal funding to house the homeless. Several years ago, as we were looking at the data, we realized that we needed to expand our focus to not only include the homeless, but to include what's called homeless prevention. And homeless prevention is providing services to those who are not homeless, but who are at risk of becoming homeless, or those that are living in poverty and do not have enough money to pay the mortgage or pay their rent and so they too are at risk of becoming homeless. Because what the data is showing is that once you become homeless, it can be difficult, it can be time consuming, and it can take a long time for you to secure new housing. So if you can help people who are on the cusp of becoming homeless, that is, that's a wonderful thing. Keeping people from becoming homeless in the first place is one of the most effective tools in fighting homelessness in the Bay Area and throughout the United States. That expanded focus meant we really, we needed to rethink how best to leverage technology in order to help agencies communities, both in homelessness and homeless prevention. And so we focused on three different components or three tools. The first one was creating data integration tool, so that agencies that are using multiple systems, can integrate their data into a single source of truth, they can quickly communicate and exchange data with one another in order to identify how best to help people in need in their communities. The second thing that we did was we created a mobile app so that you could collect data out of your closed or your proprietary system, upload that data later to your system, or to this, to a central data warehouse. And then also, you could use this data that once we pulled your data in from multiple data systems and created a single source of truth, you could actually view that unified data. And the third tool we developed was a reporting and analytics tool, so that you could quickly visualize your data, look at overall trends and determine what measures are most effective in helping people to remain housed or to help people who are homeless to secure housing as quickly as possible. So that's our story in a nutshell, John. >> Yeah, one of the famous CUBE alumni Jeff Hammerbacher, founder of Cloudera, one said in the CUBE. This is 10 years ago, and he came from Facebook and then he said, our bright minds in the industry are working on data science so that people click on and add. And that really kind of became a rallying point in the computer science industry, because this is really a data driven strategy, you guys are taking this proactive, it's not reactive, which is still got it's own challenges. So, you know, using data for good, there's some reality there. It's like collective intelligence or predictive analytics or a recommendation engine for services to be delivered. So Love it. Love this story, I think is super important. It's not going to go away it's only going to get stronger and better. But I got to ask you with that, what are some of the challenges with the current environment for social services? Because, you mentioned legacy, legacy systems. Well, this legacy a process too. I can only imagine the challenges, what are some of those challenges in the current environment? >> Yes, yeah, there are many challenges, but I'd like to focus in on two. The first is agencies aren't network, their systems are not network. And so agency A cannot exchange and communicate with agency B. And so what happens in most communities is that if someone's in need, whether it's an individual or a family, odds are they're going to multiple agencies to secure all the different services that they need. And because agencies are not networked, it can be very difficult to secure services. If you're a need, you can end up spending a lot of time going from agency to agency, asking what's available, and seeing that if you're eligible for services. So one of the challenges that we were asked to overcome by, you know, talking to various agencies and communities is can you allow us to continue to use our current systems, but can you figure out a way for our systems to communicate and exchange critical data with one another, and the second reason or challenge is tied to first, most agencies have multiple funding sources in order to provide the services that they provide. And many of those funding sources will say to an agency in exchange for us giving you funding, you must use this system to collect data and to report out. And so what happens is a single agency can have multiple data systems that either, that just simply cannot communicate with one another. And so this creates inefficiencies. And this means that resources that would be going to a client, a family and an individual has to be redirected to doing multiple data entry and administering multiple systems. And so before we built any of our tools, we spent a good chunk of time talking to these various stakeholders in the homeless and poverty arena going, what are your primary pain points? These were the two that stood out for us. In how we could use technology to help these agencies get a more unified view of what's going on in their community and what works. >> How has any of the systematic changes affected you coz the networking piece is huge. When we see this play out in data driven businesses, obvious ones are cybersecurity, the more data the better, coz you got a machine learning is a lot of things there. The other problem I want to get your thoughts on is just the idea of not just not being networked, but the data silos. So the data silos are out there, and sometimes they're not talking to each other, even if they are connected. >> So if you're homeless or at risk of becoming homeless, odds are you're going to need multiple services to help you. It's very rare that an agency has all the services that you need so that you end up being helped by multiple services. Each one of those service, each one of those agencies, ends up being a data silo. And so you do not get a complete picture of in your community of how what are the various services that you are providing this client, and which services are most rapidly helping that client move either into housing or into self sufficiency. So agencies are very much aware that they have data silos out there, but they simply do not have the expertise or the time or the resources to manually take all of that data and try to come up with a single spreadsheet that tells 'em everything. >> On the role of data, I've seen you mentioned the users, you mentioned an app, can you just share some anecdotal examples of kind of where it's working and challenges and opportunities you guys are doubling down on because, I mean, this is a really important point, because if you look at our society at large today, the ability to deliver services, whether it's education, homelessness, poverty, it's all kind of interconnected, all has the same almost systematic kind of functional role, right you got to, identify services, needs, match them to funding and or people and move in real time or as contextually relevant as possible. If you do that, right, you're on the front end, not the back end of reacting to it. Can you give some examples? >> Yeah, I'm thinking of a young woman. I mean, this is, for me, this has been a powerful story for our organization in helping us to understand the human impact that data silos can have. So this is, in one of our communities there was a young woman with, who was recently divorced with a young son who became sick. And so she went to the hospital to secure treatment for her child, the hospital, the clinic was able to help her. But when she asked about are there agencies out there are there services out there that can help me with financial assistance can help me with getting food and finding a stable housing? They told her no, we can't help you we're clinic, but we can point you to a shelter. Well, by the time she got to that shelter, they were full for the night. So she had no place for her and her son to stay. And so what happens is she ended up spending the night out on the street. And then she spent the next week looking for, you know food bank, so she'd get food. Going to various agencies to find out, you know do you have any available housing, do you have any financial assistance and she was coming up against, you know obstacle, one obstacle over another. So if you're homeless and you don't have a car, and you know, think about anyone in the Bay Area, how difficult it is to get around if you don't have a vehicle or someone who can provide you with it, with a transportation. Her life changed and I yeah, her life changed when she ended up at a homeless encampment. And a what's called an outreach worker, went to that outreach, that encampment with our tools, with our mobile app. And this outreach worker met up with this young woman and said, how can I help you? And she, this woman explained, look, I need a place to stay for the night. I need food for my child, can you helped me? But what she did was she took her tablet open, opened up our mobile app and found yes, there is a nearby shelter that has space available. Let me get you into that shelter as soon as possible. She also alerted the case managers at that shelter that this is what the woman needs. Can you provide that assistance to her as soon as we get her to the shelter? And so what happened was instead of wandering around the community, trying to find help, because of this timely encounter between this young woman and his outreach worker, this outreach worker was able to get this woman and her child into a temporary shelter an emergency shelter for the night. And then over time, helped her secure her own apartment with financial assistance, and also the other services that she needed. And for me, that is the essence of what we're trying to do here is simply remove the barriers for you to.. The essence, what happened here was this woman was able to quickly determine through the help of an agency, what's currently available, and then connect her to those appropriate agencies to get the services that she needed. And so I have told this story many times it still gets me that it's, this is the beauty of technology. This is how you can leverage technology and help someone in need. For me it's just amazing what you can do with the right. Yes, with the right technology. >> It's such a powerful story coz it also not only illustrates the personal needs that they were met. But it also illustrates the scale of how data and the contextually relevant need at that time having the right thing happen at the right time, when it needs to happen, can scale. So it's not, it's not a one off. This is how technology can work. So I think this is a great indicator of things to come. And I think this is going to be playing out more and that is the role of data and people. This has been a fundamental dynamics, not just about machines anymore. It's the human and the data interaction. This is becoming a huge thing. Can you share your thoughts on the role of people because audiences want to get involved you seeing a much more mission driven, culture evolving quickly. People want to have an impact. >> Right. Oh, yeah, data plays a fundamental role. Best way, what helps me to understand just how fundamental that role is that what data does is it creates a narrative on the past and current experiences of people in need. In other words, data tells a story. And whether that person is homeless or at risk of becoming homeless or living in poverty, that narrative becomes a powerful tool for agencies. And it, when you take that narrative because you've been able to harness technology, create that narrative. What you can do with that narrative, is you can coordinate available services to those in need. And as, you know the story of this young woman, you can also rightly reduce the wait times and the time that someone says I have this need until you connect them with that available service. That narrative also helps you to improve your programs and services. You can look at what's working, what's not working, and make the necessary changes so that you can end up helping more people. It improves access to programs and services, instead of someone going by bus, or however I'm trying to go from one end of town to the other. Imagine if you could go to a public library, for example. And as a person in need, you could log in and go, you could tell your story, interesting data and say, help me to find the services that I need. >> Yeah. >> The other thing is that it reduces inefficiencies. Many agencies are spending considerable amount of time in duplicate data entry in order to make sure that they're collecting the data and all the different systems that they need. And then I think another key thing that data plays a fundamental role is that you can take your data as an agency, as a community and you can tell your story to policy leaders and to funders and say look, if there is how you can support us in order to provide effective homeless and poverty alleviation solutions, so again the idea that-- >> Yeah that's a key point right there, that's I mean, the key point is, you look at people process technology, which is like the, overused cliche of digital transformation very relevant by the way, the process piece is kind of taking that same track as you saw the internet technologies, change marketing and advertising, performance based, show me the clicks. If you think about what you just said, that's really what's going on here is you can actually have performance based programs with specific deliverables, if I can do this, would you do more? And the answer is you can measure it with data. This is really the magic of this. It's a new way of doing things. And again, this is not going to go away. And I think stakeholders can hold people's feet to the fire for performance based results, because the data is there if you strive to do a good mission. If the systems are in place, you can measure it. >> Thanks for that question John. Three (background noise drowns out other sounds) come to mind. First, many organizations now financially match the donations made by their employees that they make to nonprofit. So I would say that check with your HR department and see if they have a matching program. And if they do, what happens then is that for every dollar that you give to that agency, your organization, the company that you work for, will match that, and so your money will go further. These same pro... These same Corporate Social Responsibility programs, not only will match your donations, but the other thing that they will do is they will sometime arrange, sometimes workout opportunities to volunteer at very various nonprofits. And so you can also check with your organization to see if they do that. A second possibility is that you connect with groups such as the Full Circle Fund. There are other groups out there, but I'm most familiar with the Full Circle Fund. And it is a San Francisco based nonprofit that leverages your time and your resources and intellectual capital to help out with nonprofits throughout the Bay Area. So whether it is that you're looking to volunteer coding or development skills, or you're looking for some way to find out what's going on in the Bay Community, and how can I help. Full Circle Fund would be a great resource. And again, there are other nonprofits like them out there as well. The third thing is, if you know of an agency in your area, a goodwill, united way, a habitat for humanity, give them a call or check on their website to see what volunteer, positions they have available or what they're looking for. And if it looks like a good match, give them a call and have that conversation. Those are three things that immediately came to mind for me John about if he wanted to help out, how could you? >> Well, certainly it's important mission. I really appreciate, Bob, what you're doing and your team, Bob Russell, the CEO of CTA group, also known as the Community Technology Alliance. Really putting technology into practice, to help the services get to the folks that matter, the homelessness and the folks in poverty, on the edge of poverty. It really is an example of how you can solve some of these systematic problems with performance base. If you follow the data, follow the money, follow the services, it all can work in real time. And that's a good example. So thank you so much for what you do. And great mission. Thank you for your time. >> Thank you, and thank you for having me. >> Okay I'm the CUBE. I'm John Furrier, covering all the stories here while we're still programming here in the CUBE studios with our quarantine crew. Bob Russell, the CEO of CTA group, out with a great story. Check it out and get involved. I'm John Furrier, The CUBE. Thanks for watching (bright upbeat music)

from the cube studios in Palo Alto in Boston connecting with thought leaders all around the world this is a cube conversation everyone welcome to this cube conversation here in the cubes Palo Alto Studios we're here with the quarantine crew I'm John for your host we've got a great guest John Madison CMO an EVP of products of Fortinet and today more than ever in this changing landscape accelerating faster and faster certainly as this covin 19 crisis has forced business to realize a lot of the at scale problems are at hand and a lot of things are exposed in terms of problems and opportunities you have to take care of one of them security John thanks for coming on cube and looking forward to chatting about your recent event you had this week and also the updates at Florida thanks for joining me yeah it's great to be here John so more than ever the innovation strategies are not just talking points anymore in board meetings or companies there's they actually have to come out of this pandemic and operate through it with real innovation with actionable outcomes they've got to get their house in order you're seeing projects really focusing in on the at scale problems which is essentially keep the network's run and keep the sick the security fabric in place this is critical path stuff but the innovation coming out of it has to be a growth play for companies and this has been a big thing so you guys are in the middle of it we've chatted about all the four to guard stuff and all this you're seeing all the traffic you're seeing all the all the impact this work at home has forced companies to not only deal to new realities but it's exposed some things they need to double down on and things they need to either get rid of or fix fast what's your take on all this yeah you know I think it took a lot of people by surprise and the first thing I would like to do is you know spank our employees our customers and partners for the work they've done in the last six to seven weeks now what was happening was a lot of customers had built their work from home programs around a certain percentage 5% 10% 15% and that's what they scaled it for then all of a sudden you know everybody had to work from home and so you went from maybe a thousand people to 10,000 or 5,000 to 50,000 they had to scale very quickly because this had to be implemented in hours and days not weeks and months luckily our systems are able to gaile very quickly we can scale using a security processing units which offload the CPU and allow a lot of users simultaneously to access through VPN SSL VPN IPSec VPN and then we have an implementation at home ranging from a very simple Microsoft Wyant all the way to our clients all the way to even off Buda gate firewalls at home so we really did work very hard to make sure that our customers could maintain their business proposition during these times you know I want to get those work at home and I think it's a little big Sdn story and you guys have been on for a long time I mean we've talked with your you and your folks many times around st Wynn and what it means to to have that in place but this work at home those numbers are off the charts strange and this is disruption this was an unforeseen disruption it's not like a hurricane or flood this is real and we've also talked with you guys and your team around the endpoint you know the edge of the network that's the explosion of the billions of edges this is just an industry kind of inside baseball conversation and then also the immersion of the lifestyle we now live in so you have a world where it was inside baseball for this industry now every company and everyone's feeling it this is a huge issue I'm at home I got to protect myself I got data I gotta have a VPN I mean this is a reality that just wasn't seen I mean what do you guys are what are you guys doing in this area well I think it changes that this long-term architect and so you know the past we talked about there being millions of edges and people go how many billions of edges and what's happened is if you're working from home that's an edge and so the long term architecture means that companies need to take care of where their network edges are now the SEM at home they had them at the branch office they have them at the end of prize and the data center in the cloud then we need to decide know where to apply the security is it at the endpoint is it at the edges is the data center or bout an S T one is absolutely essential because every edge you'll have whether that were home now whether it be in your data center or eCampus on the cloud needs that st-1 technology and make sure you can guide the applications in a secure manner what's interesting is I actually deployed st-1 in my home here I've got two ISP connections one week I'm casting off with AT&T now that may be overkill right now for most people about putting st-1 in their homes but I think long-term homes are gonna be part of the enterprise network it's just another eight take a minute to explain the SD win I would call it the this is a mill especially this is not your grandfather's st win I mean it's changed st when is the internet I mean basically at home what does that mean if users don't know care what the products are at the end of the day they're working at home so kind of SD win has taken on a new broader scope if you will it's not just the classic SD win or is it can you take us through I mean and this is a category that's becoming much broader what's your what's your nails is there yeah again I'm not saying that you know consumers are gonna be putting SD wine in the homes right now but if I'm an executive and I rely on my communication out there are lots of meetings during the day work from home I want it to be as reliable as possible so if my one is pee goes down and I can't get on the internet that's an issue if I have to ISPs I have much higher availability but more importantly us you and I can guide the applications where I want when they want I can make sure you know my normal home traffic goes off certain direction the certain on a VLAN and segmentation policy whereas my war can be completely set out so again I you know I think SDRAM technology is important for the home long term is important for the branch for the enterprise and the data center and Earls St ones built into all up all our forty gates have sp1 you just switch it on we think it's a four essential technology going forward to drive that cloud on-ramp real quick follow-up on that for the folks in the enterprise I see the enterprise will make it easier for their customers their users who are at home so it feels consumer II invisible if you will I think that's the short-term what's what are what are you seeing your customers and prospective customers thinking when they come back or as they operate now in this new reality when they say you know what we really miss forecasted this now they have to get back to business what are they gonna do do they do more sta on I mean what's the architecture how does that get done what's the conversation like you know as this evolved for the next it's gonna slowly open up it still it's going to be a new reality for at least 12 months what's the conversation with the customer right now when it comes to going in and taking care of this so it doesn't happen again yeah what I'm doing actually actually what I'm doing a lot of virtual ABC's obviously we usually have 200 our customers that come to our corporate quarters or executive briefings and I'm doing actually more virtually and a lot of the opening conversations is they don't think they're gonna go completely Hunter's under percent back to where they were there's always going to be now a fraction of work-from-home people they may move around some of their physical location so as I said the ST when is that piece on the edge whether it be your home ranch campus or data centers gonna be there to guide the applications guide the users and devices to the right applications of wherever they may be as it could be in the cloud of communion data center it could be anywhere and then the key conversation thereafter for customers long-term architecture wise is where do I apply my security stack and the security spat consists of basic things like antivirus all right yes more detection capabilities even even response to Isis given that stack how much do I put in the edge how much do I put in my endpoint how much do I put my branch how much I put in my campus data center and cloud and then how do I maintain a policy a single policy across all of those and then now and again maybe I have to move that stack cross so that's going to be the key long term architecture question for enterprises as they move to a slightly different composition of workforce in different locations is hey I've got to make sure every edge that I have I identify and I secure when SP ran and then how do I apply the security stack cross all the diff tell great insight thanks for sharing that I want to get your take on now speaking of working at home you're also the CMO as well as the EVP of products which is a unique job because you can talk about any think when the cube we love it you had an event accelerate 2020 the folks watching go to the hashtag on Twitter hashtag accelerate 20 that's the hash tag you'll see a lot of the the pictures of the slides and some commentary I was laying down some tweets all the analysts were as well what are some of the highlights for you is a great presentation by the CEO you gave a talk and there's a lot of breakouts you had to do a digital event because you couldn't hold the physical event so you kind of had a shelter-in-place kind of and how did it go and what are some of the highlights yeah on the one side I was a bit sad you know we had or what we call accelerates arrange for this year in Barcelona and New York Mexico and San Jose we had to cancel war for them and I'm very quickly spin up a digital event a virtual event and you know we end up there's some initial targets around you know you know each of our physical events we get between two and three thousand and so we're thinking you know if we got to ten thousand this would be great we actually ended up with thirty thirty-two thousand or something like that registered and actually the percentage that showed off was even higher so we had over 20,000 people actually come online and go through our keynotes we built it so you go through the keynotes then you can go off to the painting what we call the breakouts for more detail we did verticals oh it did more technology sessions and so it's great and you know we tried our best to answer the questions online because these things are on demand we had three we had one for the u.s. one premiere and won't write back and so there was times but to get that sort of exposure to me is amazing twenty thousand people on there listening and it connects into another subject which is education and fun yet for some time as invested I would say you know my CEO says but I'll invest a bit more in education versus the marketing advertising budget now go okay okay that's that hey we'll work on that but education for us we announced a few weeks ago that education is now training is free for customers for everybody and we'd also been you know leading the way by providing free training for our partners now it's completely free for everybody we have something called the network security expert which goes from one to eight one and two of that are actually open to the public right now and if I go to the end of last year we had about two to three thousand people maybe a week come on and do the training obviously majority doing the NSC one courses you get further through to eight it's more technical last week we had over eighty thousand people we just think about those numbers incredible because people you know having more time let's do the training and finding is as they're doing this training going up the stack more quickly and they're able to implement their tools more quickly so training for us is just exploded off the map and I and there's a new reality of all the unemployment and also people are at home and there's a lot of job about the skill gap before in another cube conversation it's it's more apparent than ever and why not make it free give people some hope give them some tools to be successful there's demand yes and it's not you know it's not just them you know IT professionals are Ennis e1 is a foundational course and you'll see kids and students and universities doing it and so Ben Mars granddad's dad's doing it so we we're getting all sorts of comments and social media about the training you know our foundation great stuff has a great we'll put a plug on that when should we get that amplified for its really good stuff I got to ask you about the event one of the things I really like about the presentation was from your CEO and you gave one as well was the clarity around the vision of security and a couple of things that were notable to me was the confluence of the collision between networking and security and at the intersection of those two forces you have an accelerated integrated policy dynamic to me this is the heart of DevOps of what used to be in cloud being kind of applied to security you have data you got all kinds of new things emerging new patterns new signals that's security so you got to be you got to be fast you got to identify things so you guys are in this business that's one force and the other one was the billions of edges and this idea that there's no perimeter so it's everything's immersive so illustrate some points of validation on that from your standpoint is that how you guys are seeing it unfold in the future is that happening now can you give us a feeling for whether where we are and that those those kind of paradigms yeah good point so I think it's been happening it's happening now has been happening the future you know if you look at networking and our CEO Enzi talked about this and that networking hasn't really cheer outing and switching we go back to 2000 we had 100 mega under megabit now you have formed a gigabit but the basic function we haven't really changed that much securities different we've gone from a firewall and we add VPN then we at next-gen firewall then we had SSL inspection now we've added sd1 and so this collisions kind of an equal in that you know networking's sped ahead and firewalling is stayed behind because it's just got too many applications on that so the basic principle premise of the company of putting net is to build and bring that together so it's best of all accelerate the basic security network security functions so you can consolidate multiple functions on one system and then bring networking and security together a really good example of security where or nexium firewall where you can accelerate and so our security processing units and my analogy simple analogy is GPUs inside games where their GPU offloads CPU to allow rendering to happen very quick it's the same for us RSP use way of a network SPU and we have a Content SPU which all flows the CPU to allow a security and networking do it be accelerated work now coming to your second point about the perimeter I I'm not quite sure whether the perimeters disappear and the reason I say that is customer still goes they have firewalls on the front of the networks they have endpoint protection they have protection in the cloud so it's not that the perimeters disappeared it's just but much larger and so now the perimeters sitting across all your infrastructure your endpoints your in factories you got IOT devices you've got workloads in different powered and that means you need to look very carefully at those and give visibility initially and then apply the control that control maybe it's a ten-point security it may be SD mine at the edge it may be a compliance template in the cloud but you need visibility of all those edges which have been created with the perimeters reading across the image it's interesting you bring up a good point we always have kind of debates over beers on this on this topic you know the old model was mote you know get the castle and the gate but here the perimeter of the edge if you believe there's an edge and I do believe you find it perfectly the edge is a perimeter it's an endpoint right so it's a door into the internet so are the network so is the perimeter just an end adorn there's more doors right so or service yeah just think about it the castle would did multiple doors is the back everyone's the door there's this dozle someday and you have to define those H's and have visibility of them and that's why things like network access control know for you know zero trust network access is really important making sure you kind of look at the edge inside your way and so your data center and then it's like you powd what workloads are spinning off and what's the configuration and what's there what's from a data perspective right your recommendation and I'm a customer looking at my network I got compute I got edge devices and users I realized there's a billions of edges on my network now and the realities hit me I wasn't really being proactive on investing what do I do what's the PlayBook for me as I start to rethink that and what do I put into place how do I get going now I got to rethink it I now recognize I got full validation I got to manage this I got to do something what's your recommendation to me if I'm a customer the key to me is and I've had this conversation now for the last five years and it's getting louder and louder and that is I suppose I spend a lot of money on point solution point but even end point may have five point products on there and so they're getting to the conclusion it's just too hard to manage I can't find all the right people I get so many alerts from so many security systems I can't work out what's going on and the conversation now is how do I deploy a platform we call it the security fabric now I don't deploy that fabric across my network I'm not saying you should go from 30 vendors to one vendor that would be nice of course but I what I'm saying as you go from 30 vendors down to maybe five or six platform the platform's perform multiple functions it could be they're out there you attach a platform a designer platform just birth protector or a particular organization or part of the network and so the platform allows you then to build automation and the automation allows you to see things more quickly and react to things more quickly and do things without manual intervention the platform approach it's absolutely starting to resonate yes you've still got very very large customers who put everything into segments of a C's Exedra book most customers now moving towards a yeah I think you know as you see and again back to that collision with the end of the intersection we have integrated policies if you're gonna do any integration which is the data problem so we talk about all the time to a lot of different tools can create silos and there's a use case for that but also creates problematic situations I mean a platform gives you a much more robust capability to be adaptive to be real time to program and automate yeah it's it's it's an issue if you've got 30 vendors and just be honest it's also an issue in the industry so I mean networking the story kind of worked out how to work together you can use the same different vendor switches and routers and they roughly work together with cybersecurity they've all been deal you know built totally separately not to even work and that's why you've got these multiple layers you've got a product the security problem then this got its own analytics engine and manager then you've got a manager of managers and an analyzer of analyzers and the sim system and then a saw I mean just goes on it makes it so complex for people and that's why I think they look into something a bit more simplified but most importantly the platform must be friendly from a consumption model you must be able to do an appliance where you need to do virtual machine SAS cloud native container whatever it may be because that network has changed in those ages as those edges move you've got them to have a platform that adaptable to the consumption model require you know I had a great cartridge with Phil Quaid you see your seaso over there and we were chatting around you know this idea of I won't say customization but there's no one turnkey monolithic application it seems to these platforms tend to be enabling where the seaso trend is to have teams building ok and and and almost a customized but building software to automate to solve their use case for their outcome so enabling that is a trend we're seeing so I think you guys are on the right track there any comment on your take on this enabling platform is that something that you guys are seeing that CSIS is looking at more in-house development more use case focus because they have the data they got real-time they need to be building on a platform not told what they could do yeah I think you've always had this this network team trying to build things fast and open and the security team trying to post things down and make it more secure you know it becomes even more problematic if you kind of go to the cloud where you've got pockets a developer's kind of thing do things in the DevOps way really as fast as possible and sometimes the controls are not put in place in fact no the big as I said the biggest issue for the cloud is not so much you know malware it it's more about miss configuration that's why you're seeing the big breaches and that's more of a customer thing to do and so I think what the seaso is trying to do is make sure they apply the controls appropriately and again their job has become much harder now we've got all the multitude of endpoints that they didn't have before they've got now there when that's not just the closed MPLS network is old off different types of broadband 5 G's coming towards the end of this year next year as well the data centers may have decreased a bit but they've still got datacenter capacity and they're probably got 5 or 6 hours and 20 different SAS applications that put a deal with and they've got to deal with developers in there so it's a harder job for them and they need to melt or add those tools but come back to that single point of management great stuff John Madison CMO EVP great insight there it's almost a master class right there you laid it all out on what's going on a final question any change is what any other news updates on the four net front I know you guys got some answer I didn't see the breakouts of the session I had something else going on I think I've been walking dog and do some other things but you know being at home and to take care of things what's new what's what's out that people might have missed that's coming out of for today you're telling me you didn't have 60 hour a breakout on dedicated I don't think yeah we've you know we've have a lot going on you know we have a big R&D team here in North America and Canada and with a lot of products coming out this time of the year we bring out our 40 OS network operating system with 6.4 over 300 new features inside there including new orchestration systems for sp1 and then also we actually launched on network processor seven and the board gate already 200 F powered by four network processor sevens it's some system out there and provide over 800 gigs of fire or capacities but in bill V explain acceleration they can do things like elephant flows huge flows of data so there's always there's always new products coming out of 14 it sure those are the two big ones for this quarter you guys certainly are great interviews to talk to great a lot of expertise there final final question you know everyone every company's got their culture Moore's laws cadence of Moore's laws Intel faster cheaper smaller what's the for Annette culture if you had to kind of boil it down what's it you guys are always pushing great products out there all high quality I'll see security you got to be buttoned up and have good ops and controls but you still need to push the envelope and have stadia what's the culture if you had to kind of boil the culture down for Porter net what would it be that's always an interesting question and so the company's been going since 2000 okay the founders are still there NZ's CEO and Michael Z's the CTO and I think that one of the philosophies is that listen to the customer very closely because you can get distracted by shiny objects all over the place I want to go and do this oh yeah let's build this what about this and in the end the customer and and what they want may get lost and so we listen very closely we use you know we have a very high content of technology people who can translate the customer use case into what we should build and so I think that's the culture we have and maintain that so we're very close to our customers we've been building very quickly for them make sure it works it needs tweaking then we'll look at it again a very very customer driven always great to hear from the founders you guys had a great event accelerate 20 that's the hashtag some great highlights on Twitter some commentary there and of course go to Ford a net site to check out the replays Sean man so thanks for taking the time to share your insights here on the cube conversation I really appreciate it thank you okay it's cube concert here in Palo Alto we're bringing you all the interviews during this time we have our quarantine crew the cube is virtual we'll do whatever it takes to get the interviews out there and get the stories out there and the people behind the tech making it happen I'm John Fourier thanks for watching [Music]