>>Welcome back to Vegas. Lisa Martin here covering snowflake summit 22. We are live at Caesar's forum. A lot of guests here about 10,000 attendees, actually 10,000 plus a lot of folks here at the momentum and the buzz. I gotta tell you the last day and a half we've been covering this event is huge. It's probably some of the biggest we've seen in a long time. We're very pleased to welcome back. One of our cube alumni to the program, Ron Tayo principal and chief data officer at Deloitte one. It's great to have you joining us. >>Yeah, no, thank you. Super excited to be here with you today. >>Isn't it great to be back in person? Oh, >>I love it. I mean the, the energy, the, you know, connections that we're making definitely, definitely loving and loving the experience. >>Good experience, but the opportunity to connect with customers. Yes. I'm hearing a lot of conversations from snowflake folks from their partners like Deloitte from customers themselves. Like it's so great to be back in person. And they're really talking about some of the current challenges that are being faced by so many industries. >>That's right. Oh, that, that is, you know, I would say as a consultant, you know, it all comes down to that personal connection and that relationship. And so I am, I'm all for this and love, you know, being able to connect with our customers. >>Yeah. Talk to me about the Deloitte snowflake partnership. Obviously a ton of news announced from snowflake yesterday. Snowflake is a rocket ship. Talk to us about the partnership, what you guys do together, maybe some joint customer examples. >>Yeah. I mean, so snowflake is a strategic Alliance partner. We won the, you know, SI partner of the year award and for us, the, the shift and the opportunity to help our clients modernize and achieve a level of data maturity in their journey is, is strategically it's super important. And it's really about how do we help them leverage, you know, snowflake has underlying data platform to ultimately achieve, you know, broader goals around, you know, their business strategy. And our approach is always very much connected to overarching business strategies and sense of, is it a finance transformation, a supply chain transformation, a customer transformation, and what are the goals of those transformations and how do we ensure that data is a critical component to enabling that and with, you know, technologies and vendors and partners like snowflake, allowing us to even do that at a faster, better, cheaper pace only increases the overall business case and the value and the impact that it generates. >>And so we are super, super excited about our partnership with snowflake and we believe, you know, the journey is very, very bright. You know, we, this is the future, you know, often tell folks that, you know, data has and will continue to be more valuable than sort of the systems that own it and manage it. And I think we're starting to see that. I think the topic that I discussed today around data collaboration and data sharing is an example of how we're starting to see, you know, the importance and the value of data, you know, become way more important and more of the focus around the strategy for, for organizations >>As the chief data officer, what do data sharing and data collaboration mean to somebody in your position and what are some of the conversations you have with customer other CDOs at customer organizations? >>Yeah, so, so my role is, is sort of twofold. I, I am responsible for our internal data strategy. So when you think about Deloitte as a professional service organization, across four unique businesses, I am a customer of snowflake in our own data modernization journey, and we have our own strategy on how and what we share, not only internally across our businesses, but also externally across, you know, our partners. So, so I bring that perspective, but then I also am a client service professional and serve our clients in their own journey. So I often feel very privileged in, in the opportunity to be able to sort of not only share my own experience from a Deloitte perspective, but also in how we help our clients >>Talk about data maturation. You mentioned, you know, the volume of data just only continues to grow. We've seen so much growth in the last two years alone of data. We've seen all of us be so dependent on things like media and entertainment and retail, eCommerce, healthcare, and life sciences. What, how do you define data maturation and how does Deloitte and snowflake help companies create a pathway to get there? >>Yeah. Yeah. So I would say step one for us is all about the overarching business strategy. And when you sort of double click on the big, broad business strategy and what that means from a data strategy perspective, we have to develop business models where there is an economical construct to the value of data. And it's extremely important specifically when we talk about sharing and collaborating data, I would say the, the, the, the assumption or the, or, or, or, or the posture typically seems to be, it's a one way relationship, our strategy and what we're pushing, you know, again, not only internally within ourselves, but also with our clients, is it has to be a bidirectional relationship. And so you, you hear of, of the concepts of, you know, the, the, the data clean room where you have two partners coming together and agreeing with certain terms to share data bidirectionally. Like I do believe that is the future in how we need to do, you know, more data collaboration, more data sharing at a scale that we've not quite seen. Yes. Yet >>The security and privacy areas are increasingly critical. We've seen the threat landscape change so dramatically the last couple of years, it's not, will we get hit by a cyber talk? It's when yes. For every industry, right? The privacy legislation that just we've seen it with GDPR, CCPA is gonna become CPR in California, other states doing the same thing. How do you help customers kind of balance that line of being able to share data equitably between organizations between companies do so in a secure way, and in a way that ensures data privacy will be maintained. >>Yeah. Yeah. So first absolutely recognizing, evolving, recognize the evolving regulatory landscape. You mentioned, you know, California, there's actually now 22 states that have a, is it 22 now? Right? Yeah. 22 states that have a privacy act enacted. And our projection is in the next 12 to 18 months, all states will have one. And so absolutely a, a perceived challenge, but one that I think is, is addressable. And, and I think that gets to the spirit of the question for us. There's, there's four dimensions that an organization needs to work through when it comes to data sharing. The first one is back to the, the business goal and objective, like, is there truly a business need? And is there value in sharing data? And it needs to have a very solid business model. Okay. So, so that's the first step. The second step is what are the legal terms? >>What are the legal terms? What can you do? What can't you do? Do you have primary rights, secondary rights? The third dimension is around risk. What is the risk and exposure, not only from a data security perspective, but what is the risk if someone uses a data inappropriately, and then the fourth one is around ethics and the ethical use of data. And we see lots of examples where an organization has consent has rights to the data, but the way they used it might have not necessarily been, you know, among the kind of ethical framing. And so for us, those four dimensions is what guides us and our clients in developing a very robust data, sharing data collaboration framework that ensures it's connected to the overall business strategy, but it provides enough of the guardrails to minimize legal and ethical risk. So >>With that in mind, what do the customer conversations look like? Cause you gotta have a lot of players, the business folks, the data folks, every line of business needs data for its functions. Talk to us about how the customer conversations and projects have evolved as data is increasingly important to every line of business. >>Yes. I would say the biggest channel, or maybe the, the, the denominator at this point that we're seeing bring the, let's say diversity of needs to more common denominator has been AI. So every organization at this point is driving massive AI programs. And in order to really scale AI, you know, the, the algorithm cannot execute without data. Yeah. And so for us, at least in our experience with our customers, AI has almost been the, the, the mechanism to have these conversations across the different business stakeholders and do it in a way that, you know, you're not necessarily boiling the ocean, cuz I think that's the other element that makes this a bit hard is, well, what, what data do you want me to share and for what purpose? And when you start to bring it into sort of more individual swim lanes and, and, and our experience with our customers is AI has sort of been that mechanism to say, am I automating, you know, our factory floor? Am I bringing AI and how we engage and serve our customers? Right? Like it be, it be begins to sort of bring a little bit more of, of that repeatability at a, at an individual level. So that's been a, a really good strategy for us in our customers >>In terms of the customer's strategy and kind of looking forward, what are some of the things that excite you about the, the future of data collaboration, especially given all of the news that snowflake announced just yesterday? >>Yes. Yeah. I think for me, and this is both the little bit of the ambition, as well as the push, it's no longer a question of should it's it's how and for what? And so, so yes, I mean the, the, the snowflake data cloud is a network that allows us to integrate, you know, disparate and unique data assets that have never, you know, been possible before. Right. So we're in this network, it's now a matter of figuring out how to use that and for what purpose. And so I, I go back to, we, each individual organization needs to be figuring out the how, and for what not, when this is the future, we all need it. Yeah. And we just need to figure out how that fits in our individual businesses >>In terms of the, how that's such an interesting, I love how you bring that up. It's not, it's not when it's definitely how, because there's gonna be another competing business or several right there in the rear view mirror, ready to take your place. Yep. If you don't act quickly, how does Deloitte and snowflake help customers achieve the, how quickly enough to be able to really take advantage of data sharing and data collaboration so that they can be very competitive? >>Yeah. So there's two main, maybe even three driving forces in this. What we see is when there's a common purpose across director, indirect competitors and the need to share data. So I think the poster child of this was the pandemic, and we started to see organizations again, either competitively or non-com competitively share data in ways for a greater good, right. When there was a purpose, we believe when that element exists, the ability to share data is going to increase. We believe the next big sort of common purpose out there in the world is around ESG. And so that's gonna be a big driver for sharing data. So that's one element. The other one is the concept of developing integrated value chains. So when you think about any individual business and sort of where they are in that piece of the value chain, developing more integrated value across, let's say a manufacturer of goods with a distributor of those goods that ultimately get to an end customer. >>They're not sharing data in a meaningful way to really maximize their overall, you know, profitability. And so that's another really good, meaningful example that we're seeing is where there's value across, you know, a, what appears to be a siloed set of steps, and really looking at it more as an integrated value chain, the need to share data is the only way to unlock that. And so that's, that's the second one. The, the third one I would say is, is around the need to address the consumer across sort of the multiple personas that we all individually sit. Right? So I go into a bank and I'm, I'm a client. I walk into a retail store and I'm a customer. I walk into my physician's office and I'm a patient at the end of the day. I am still the same person. I am still one. And so that consumer element and the convergence of how we are engaging and serving that consumer is the third, big shift that is really going to bring data collaboration and sharing to the next level. >>Do you think snowflake is, is the right partner of the defacto for delight to do that with? >>Absolutely. I think, you know, the head start of the cloud, the data cloud platform and the network that it's already established with all the sort of data privacy and security constraints around it. Like that's a big, that's a big, you know, check right. That we don't have to worry about. It's there for sure. >>Awesome. Sounds like a great partnership, Juan. Thank you so much for joining me on the program. It's great to have you back on the cube in person sharing what Deloitte and snowflake are doing and how you're really helping to transform organizations across every industry. We appreciate >>Your insights. Yeah. No, thank you for having me here. My pleasure. Always a pleasure. Thank you. >>All right. For Juan. I am Lisa Martin. You're watching the cube live from snowflake summit 22 at Caesar's forum. You write back with our next guest.

>>live from Las Vegas. It's the Cube covering. Inform Attica, World 2018 Not you. Buy in for Monica. >>I am Peter Burroughs Wellcome. Back to Day two. Coverage on a cube of in from Attica, World 2018. We're broadcasting from the Venetian here in beautiful Las Vegas. Certainly a lot of excitement. A lot of the buzz just heard the general session empty. Probably 1000 people in the room looking at various moods. Excited to be here this morning. We're being joined by my co host. Jim Kabila's Jim is lead analyst to Wicked Bond. Silicon Angle. Looking at a lot of the data and data practice issues on our first guest is want Te'o One is a principle of data management on architecture at Deloitte one. Welcome to the Cube. >>Great. Thank you, guys. Thank you guys for having me. >>So let's kick it off. What's do you do with Deloitte? What's interesting? What a customer is talking about? >>Yeah. No, absolutely. I mean, I think you know, we are absolutely at the what I would call inflection point around the importance of data. And so my role at the Lloyd is to lead our data management and architecture practice, which essentially deals with everything from data strategy today to execution and how we enable all their transformational initiatives right to truly take advantage of the power that data has to unlock. You know, better business processes to unlock better insights, right to take better action, right? I mean everything that we've been historically talking about, right? In terms of what can organizations do around their data asset? My job is to ensure that we are leading guiding, driving and developing these solutions for our clients. >>So here's a simple question. Just kind of kick it off and see where it goes way. Think that data is becoming more important? You think the day is coming on or important? Are you finding yourself still talking to people that are data administrators or you finding yourselves being pulled into higher level conversations within the business? Talk about data asset, date ass, information, data, asset returns. How is that changing? >>I would say it's evolving, right? I mean, if I and so I have the privilege of running or practice nationally, right? So I have the approach of looking at all of the various industries and sectors right. And so I think, you know, if you take the financial service is life science, healthcare industries, right where there's a lot more regulatory demand on data ensuring that you know what it is, where it's coming from. It's got the right data standards and qualities. I would say they they've gotten it long ago, right? And they've put in place data management organizations. We hear the chief data officer, right? I would say those industries and sectors are a lot more prominent on DSO the conversations absolutely at the executive level, right? There is an executive owner that's responsible for ensuring that the data is correct. >>Tell us about changing data landscape one. Why do enterprises need to change their data strategy and architecture? What do you What do you hear from clients telling them? >>Yeah, I think it's quite simple, right? It is so absolutely enable their business strategy right. You can no longer enable your business strategy without without the data dimension, right? I mean, for many, many years we've talked about, you know, people process technology, right? Well, now there's 1/4 dimension, right? People process technology and data on dhe. That's how we like to think about it. Is that important? Right? You need that executive, and I'll use two words very, very distinctly, right. You don't need an executive data sponsor. You need an executive data owner. Right? And that's the transformation, right? In the evolution that we're seeing in the market and that we're actually advocating for right to truly unlocked that business strategy, that business outcome that they're looking >>for. So let's talk about if we're gonna do that, then we need tools to do it. Yeah, absolutely. So we're talking about data we're talking about data owners we're talking about practice is to actually create generate value out of data. That's not something we're going to manually, right? Talk about some of the tools generally that your clients are starting to apply to improve their productivity of doing these things. >>Yeah. I mean, I would say there's a sort of standard spectrum of data management tools ride from, you know, the database to master data management to quality to meta data management. Right. So each of these technical capabilities and tools right provide the capabilities required to manage that sort of data supply chain right? There is infinite sources of data and there's infinite sources of demand, right? And it is the responsibility of, you know, the data management organization, too, to manage that supply chain. And obviously you need tools and you need technology to sort of support that entire life cycle. >>What is the one thing that you tell clients that need to do with their data in order to stay competitive? Is there one imperative thing that they all need to do with their data just to stay in the thick of whatever it is they do in their industry? >>Yes. So the one thing I always advise our clients is all data is not created equal, right? So fine and identify the data that truly Dr Value for your organization. Because that's been, I would say, one of the biggest challenges in this space, right is everyone's drowning in data, right? And so to bring all these capabilities for your entire, you know, sort of landscape in your organization, it's massive, right? It's just too big, right? So ty value and outcomes to the data that matters, right? So I'll give an example, right? So in retail, right, I mean their values around knowing their customers and the products that they So to those customers, right? So let's start double clicking underneath that and figuring out and ensuring that that data right has all the rights standards is up to quality so it can meet those business strategies, right? Don't go after everything, Right, map business outcome and value to the data that supports that. >>What's the role of the chief data officer and the other C level executives in driving that sort of transformation? Yeah. How is their role changing? >>So I would say the chief date officer role is again evolving and still maturing. Not everyone has it, but I do see them as the when the next executive sea level rose. That will truly be a catalyst for change and innovation. Right where, you know, I think we traditionally think about the CTO or the C I o. Or the chief strategy officer, right? Sort of back to the now four dimensions. It's no longer three their ability to understand the business strategy, understand where their data is to support that and bring new, innovative ways to enable that, right? So it's absolutely critical. >>So what we think ultimately on justice on you is that a chief is a is an executive that's responsible for demonstrating that they're generating, return and share older capital. Exactly. Chief data officer. Therefore, be the individual that's demonstrating that they're generating return on the company state assets. When you take an asset approach, you could think about portfolio. But think about portfolio now. You're discriminating, which values most valuable. Which date is less valuable. If you agree, that suggest that there is a new class of tool that has to be bought in around this notion of port folio catalogs, minute master data management and give us a sense of that kind of new tool kit that's gonna be at the core of not just managing data inside an application like a D B. M s right, but something that's actually managing data assets, >>right? Yeah, I think it's It's the entire ecosystem of how we bring it together and how we prove we create. What I would say is, products and service is around data right so back to this construct of your managing the data supply chain, right? And so the responsibility of the CDO and how you measure and manage that too, you know, outcomes. Right and shareholder value is I've just created a product around this data, and we talked a lot about data monetization. Andi. I would say It's from a outside in perspective. Am I selling my data? Am I making money? Right? Well, and of course, that's one angle. But I would say there's also the inside out view where your monetizing to create value back to your organization, Right? So increase, you know, customer cells, right? Reduced turn right. All those things matter. And so time data products to those business outcomes. I think how you get to, you know, the return on investment shareholder value as it relates to this role in the products and service is that it's creating. >>All right, we're out of time. I want a oh, principal date architecture er and management management architecture. Sorry at Deloitte. Thank you very much for being on the Cube. >>Thank you. >>All right, so we'll be right back with another event or another segment from in Dramatic World 2018 here in Las Vegas.