>>Mhm >>Hello and welcome to today's session of the 2021 AWS Global Public Sector Partner Awards And I'm delighted to introduce our next guests. They are chris Saks Ceo of think stack and Michael Matthews President Ceo at mutual Credit Union. I'm your host for the cube Natalie. Ehrlich of course. And we're going to highlight the most impactful nonprofit partner award. Thank you gentlemen for joining the program. >>Thank you so much for having us. >>Terrific. Well delighted for you to be here. And Michael, I'd love to start with you. How did you figure out that cloud technology was critical to the future of mutual credit union? >>It's kind of by chance, Natalie, we're sitting down, we're looking at uh, racks of equipment in our I. T. Room and trying to keep everything up to date, um software updated, become a full time job and all of my staff and sat around and it come to a point where we were spending more time keeping upgrades, keeping servers upgraded. And we asked we reached out the things that they were a network provider at the time and we said, hey, whatever, what are our options? And they came back with several options and one of them was a W. S. And we explored it and uh we've not looked back. >>Terrific. Well, can you explain in further detail how you identified some of the gaps and what stood out to you about think stack, how this uh collaboration happened specifically? >>Well, some of the major gaps that you have is, you know, we're in Vicksburg Mississippi and I would say it's probably not the I. T mecca of the United States and staffing. What was a huge requirement for us if you're gonna make a move such as this, you've got to have the staffing and then along with the staffing is okay if you go out and we hire all these individuals to help help with this journey, are they going to become bored and you know, if we uh personally, if if I asked think stack, they would say, oh yes, don't do that hire us, but that's their job there, there there are parker vendor and so we went out, we asked other vendors that we use and what are the chances of us doing this and it was slim to none. And this type of technology you want, somebody who you can call and and all honesty, I want to be able to call chris and say chris, I'm having a problem versus, you know, one of my team called me and say we're having a problem, I'd rather call it and I love the vendor relationship. It has worked out well. Our major gaps in staffing though, Natalie >>what about staffing? >>That was our major gap. >>Oh God, it got it. Well, chris let's move on to you now. I'd love it if you could explain, you know, in some detail for our audience about the methodology of your company and also how you help your clients visualize their transformation processes. >>Yeah, for sure. Thanks Natalie. So we work with credit unions around the country and many of them are facing similar challenges to Michael at mutual. And in addition to staffing, they're often challenged with just the uncertain future of technology and that can include things like hurricanes, wildfires, various different disasters, pandemics and having to work remotely. But it also includes all of the opportunities that exist in transformative technologies for credit union. They need to keep pace with organizations like Robin Hood and stash and some of these other organizations that are providing cutting edge mobile apps and technology to their customers. And so how do you as an organization generally, that's a small nonprofit organization. How do you build the technology that will allow you to have a foundation to respond and react to whatever the world happens to throw actually, be that an opportunity to take advantage of for growth or some kind of risk from a cyber attack to a natural disaster. So what we try to do with our clients is take a very human centered approach first. And the idea behind that is to not walk in the door and talk about all the wonderful benefits of AWS or any other particular technology, but rather look at What do you expect. So if you take Michael, for example, you know, sitting down with him and trying to look out 10 years, what do you expect the industry to look like? What do you expect your organization to look like in? What goals do you have as a credit? You need to take advantage of those opportunities and to mitigate those risks. Once you identify those business needs, we can start looking at the humans that are involved in that experience. And so that would obviously be the employees and partners and vendors that support and make up the team at the credit union. And then obviously it's their current members and then any other members that they want to attract. And so you have to look at both sides of this. How how do you work securely efficiently? Um, as an employee on the flip side, how do you serve your members as well as you can serve them with cutting edge technology with technology that's always up and available. And then obviously with, with utmost security. So as we identify and build that picture, uh, we we generally do that with stick figures Natalie so we try to go in and and you know take um different personas and we use journey mapping and we use strategic foresight and various other exercise that help us uh literally paint a picture. Um and then from there we kind of back into that and say okay in order for you to accomplish these things into Have the organization that you want to have the next 10 years, what is your technology foundation and footprint need to look like to support that. And that's where we start to then back into that design which typically would include some type of public cloud services like AWS among other technologies from a cyber security perspective to build out that foundation and then allow them To respond and react to whatever the world throws at him over the next 10 years. >>Terrific. Well Michael would love to get your insight. How did you experience that human centered design focus, that think stack uh you know, is known for >>I think that's what says things take apart. You know, we there's numerous vendors you can go direct, there's there's plenty of software, there's plenty of technology out there you can buy. And as a credit union we can go out, we can just about get anything we wanted. But when we have a problem that we're trying to solve, it's not about that, it's about sitting down with chris his team and saying chris this this is a problem. We recently had one in password management, but we just this is a problem we're having. How do we solve this problem? And so the focus is not about trying to sell you another software. The focus is about solving the problem and having your staff and your team work more efficiently and effectively at their task. At the end of the day, you know, we're not arty people were in the financial service business. We rely on the solutions that we have to to help us do our jobs better and serve our members more effectively. >>Yeah, well, chris uh, you know, from your perspective, obviously human centered designed a really big component of your business, but what other key feature set your business apart from the competitive landscape? >>So I think the human centered design bleeds into another area that we really pride ourselves on, which is which is education and what I will call plain talk. So again, as Michael said, these organizations are our financial services, they're not technology experts, so you need to be able to communicate to those teams, those boards of directors, executive teams in a way that they can understand, and it can be uh somewhat difficult to talk about complex technical problems, um but when you boil it down back to that experience level, or you boil it down to a picture, it becomes a little easier to talk about. And what we want to be able to do as a partner is make sure our clients have confidence in the services or the products that they're purchasing, that they understand. How is this investment going to impact our credit union? How is this going to impact our members? And is this the right investment? It investments are, are significant. So we need to make sure that both parties understand the expectations of that investment and why they're doing that. So we take a lot of pride in the education and then probably the biggest piece uh and you know, it's one of those things that can be unappreciated, but its cybersecurity building, our infrastructure's with the tools and the processes and and the techniques so that everyone stays secure. I can tell you that there is nothing that would derail a digital transformation of an organization faster than a breach. So it's very important for us to make sure that those organizations, that everything that we do as fun as it is to talk about transformational technology equally as important that everything stays secure as we do it. >>Yeah. Well, excellent point. Certainly cybersecurity going to be a top uh topic for 2021 and beyond. Now, Michael, I'd like to move to you um what were the expected and unexpected business outcomes as a result of this partnership? >>Well, now we we we expected to have issues in the transition, which we really didn't um, I'll be honest with you, we we expected to have failures of servers. We expected stuff not to work because we were told by some of our other vendors that this will not work in a W S. Um and we were very surprised that most everything worked on AWS and it worked even better. Um some of the unexpected. So one of the main drivers of us moving to AWS was, I told you we had were limited on Rackspace I T room is when we want to implement a new service today, everything requires its own server. So everything needs an independent service, virtual server or physical server. We did not know how fast that could be done. So we would send a ticket in uh and we would say, hey, we need a new server here. The specs we're putting on this vendor, this is our time frame and we will get an email back the next morning. The servers ready to go where before? We weren't we didn't have that. That that was not an option. The main delay for new projects was to build up time and we weren't expecting that speech. No longer was that we all we expected that hey, we're not in a rush, but it'll be at least three months. And so now the team has to be ready to go as soon as you send the request in that we need this server is done uh and its speed up, speed up our time from uh, the idea our concept to going live with projects and we weren't that was something we had to get adjusted to. >>Yeah. And following up on that. What were some of the rational as well as the emotional impacts as a result of this collaboration? >>All right too. Two things and I don't know if they meet their, meet your that answer your question directly. But so one item we had in in a call, it's been several weeks back is when is the last time that anyone had to call it? Said, hey, I'm not working. My my can't access the server or I can complete dysfunction. And it's not been that way. We we've seen significantly improved up time, not only externally for our members who are logging in to do home banking or any other, any other feature, but internally for our staff we saw and I think it's just the entire transformation just made our company more resilient. What that was. I was as the metric we were seeing fewer instances of downtime. If we have downtown now, it's a power. We had an ice storm here in Mississippi, which is rare. Uh and we were down for a day. Um and if you lose internet today at any business you're down um The emotional side of I tell you, and it's been several years back on July four, we had a major major failure and our entire network was down and we this is prior to us moving to AWS and I'll just tell you I go home at night, this is the peace of mind that you can't put a dollar value on. I go home at night. And the last thing I'm worried about is my I. T. Network. I'm not worried about up time, I'm not worried about members, you know, going on facebook or any other social media and saying hey we can't we can't access your site what's going on and we don't have that anymore. And you know, I'm sure we could have had it any other way. But I leave that to the process of us moving from an in house holding everything on premise to moving to AWS, not only did it want to improve the results of those servers were able to back up to do different things, but it is to improve the overall working, working the functionality of our network. And I like I said I you can't put a dollar on this peace of mind and that is something I don't think there's any metric out there. You can measure, you can't measure that, but you know me and my team, we see it all the time. So >>Yeah, I agree, a peace of mind is certainly a priceless now Chris Let's move to you if you could outline to our audience some of the solutions that you provide, some of your other clients as well. Just give us a fuller picture of the services that you provide. Let's perhaps talk about, you know, 24/7 socks um services as well as data loss prevention or anything else that you think would be of interest to our audience? >>Yeah, for sure. So so obviously we I like to think of us like we design so we come in and we like to help you design and and figure out what your network needs to look like. That's not only your server and production network but also routing, switching. So Land Win S T Win various other networking projects equally. It's important that you can access the cloud as it is to move to the cloud, help with with productivity suite collaboration tools. Um and then finally, cyber security is a big part of that as well. So we try to come in and and look at all those things on the cybersecurity side. Very similar concept of what we do on the, on the cloud side, which is well design the tools and the infrastructure on the perimeter of the network, the configuration of any cloud environments, um such that they're secure and appropriate for your organization. Uh look at active directory or whatever organizational user management system you have to be using, implement those tools. Um and then as you mentioned, Natalie, we have a 24 x seven socks um with analysts watching that um that are all things that employees watching that board responding and reacting um using our our sin platform. And then we also have a 24 by seven uh network operations center or knocked. Um that is managing both the on site uh tools and network as well as any cloud uh networks that that they may have, keeping them up to date, doing all the routine maintenance, I will say from a cyber security perspective while it's not called the sock, the knock is just as important for cybersecurity as is the knock because we see that many cybersecurity attacks are often just taking advantage of systems that are not kept up to date. So the knock and that preventative maintenance is so important. So we do that for a lot of our clients. Some people pick and choose certain features. Some people use all of our services. >>Yeah. Terrific. Is that what you mean by security that's made to order? >>Yeah, exactly. Um you know, I think that's true of all technology. Um the biggest thing that we can do his look at the systems that you have during that design phase, we not only look at what technology should be should you be using, but also we take an assessment of your current team, What talent does your team have and where can we fill gaps if you have people that are doing security really well or you're doing preventative maintenance or some of these features? Uh Certainly you should keep that in house and we'll try to build services around those individuals that you have so that you're utilizing your talent to the best of your abilities and we're really fitting in um where you need us. >>Yeah. Terrific. Well, um you know, Michael, I'd like to shift to you now. What do you think will be the broader impact, you know, for the credit union industry? If others are not, you know, adopting the same kind of technologies um you know, to secure their cloud strategies. Mhm. >>I think whether credit unions want to or not, they're moving to the cloud. Um Most of our newest vendors are all cloud based. Um And so yes, he's either do it now or do it later. Which one do you want to be? And I do think that you're going to see more and more larger credit unions begin to move and it's scalable. It's more up time. It's easier to back up. A lot of people are hesitant. They don't want to take their information and move it out of town. They try to find a local data center are somewhere secure. And, and we looked at is what's the difference? You know, we, we we don't have latency issues with internet and fiber today. And so what is the difference of movement out of town and move to AWS by moving out of town? I still on the servers. I still leased the space. I still have to go over there. We have to have somebody there at all the time. And I'll be honest with you, I look at AWS as a trusted partner versus trying someone and then, and then it's not working locally and there's a lot of data centers you can, you can move to um I think I think it's going to come to the industry one way or the other. >>Yeah. Well, Terrific. Do you have any insight or you know, perhaps advice for another credit union who will, you know, like to take the next step? But, you know, as you mentioned, maybe a bit hesitant, >>I think doing your homework on it and looking at it as a, as a viable option is the first step. I know when I took it to my board and I talked about this um with chris and several people have so we we we talk about these things like the cloud, like it's this magical space and and our data is out there in Netherland and who knows where our data is. But when you break it down, you say, I have a East Coast data center and I have a West Coast data center. These are physical spaces where my dad is higher is held. Um I think it makes people think about a little differently. And and so when when you're if you're thinking about moving, if your if your in house today and you're thinking about how I'm gonna start outsourcing evaluate the cost, what are your ongoing cost, You know, who's gonna service you, Who's going to provide that service? And we've looked at other vendors over the years and I'll tell you, chris and his team have something unique that I found. Um I found very desirable in our situation is at our size and we're just under $300 million credit union. I don't think we have major projects that are too complicated to chris we're still, we're one of his better customers. I assume, chris me tell you something different in a minute, but we're not just a number, so I wouldn't go into a cube. You know, everybody knows each other. We're both small enough companies to where they're getting a lot bigger than we are now, but they're both small of companies where we're still, we we mean something to them, they care about moving to start versus just checking the box off. And so that's that's been our journey so far. Mhm. >>Yeah. Well, um, so, chris, uh, you know, first I want to know if Michael is one of your better customers, but uh, you know, really what I would I would really like to know is um, you know, what is your like, big sales pitch to? You know, as I mentioned to Michael, just some of those companies that are a little bit hesitant, a little bit on the edge. >>Michael is our best client of course because he's here doing this interview with us. No, um, you know, that that's something for us that are those, those human connections are, are, are so important and we do get very invested with any of the clients that we work with. But, um, in, in terms of the industry, I think Michael started to say at the beginning, which is, you're already there. We hear a lot of times from folks that they, I can't move to the cloud that the examiners or that the regulations do not allow them to be there. And that's, that's not true. Um, so what we're trying to do in partnership with KWS is educate the marketplaces as well as we can. Um, one of the biggest things that the cloud offers is this idea of flexibility and nimbleness and you know, unfortunately, I think Covid taught us that lesson, but there's, there's other lessons out there. I don't want to harp on Covid, I feel like that's all we talk about. Um, but if you look at any opportunity, whether it's a I machine learning, um, you know, Blockchain, pick the next technology, right? The reality is, none of us can really tell you where you're going to be in two years, maybe one year, three years, right? Like can you truly sit down after the past three years and tell me that you with no uncertainty, can tell me where your organization is going to be. And the reality is if you build your own data center right now, you have to make that guess Because you have to build something and designed for something and if you're making that investment, then you're doing that for the next probably 5-7 years. Whereas if you move to amazon you have the flexibility, whether that's scaling your organization up quickly, whether that's moving to the cloud, whether that's leveraging one of these technologies I just mentioned or in some cases even scaling back because things have hit a recession, we don't know what the future holds. But if you're in an environment like AWS, then you have the scalability and the flexibility to be able to move and pivot with that. And if you build your own and you happen to pick the wrong future, then then you could be in a bind and you've created your own limitations because you've decided to build for yourself. And I think that's the biggest thing is you can't build for yourself. You have to be flexible in this environment. That is that is the key. And the organizations that are flexible are the ones that are going to survive and thrive through all this uncertainty. Yeah. >>Well, really excellent point there. I totally agree with you. Wonderful to have you on our program. That was chris Saks Ceo of think stack as well as Michael Matthews, the president and Ceo at Mutual Credit Union. Thank you gentlemen for joining the show. Thanks so much. And that's all for this session of the AWS Global Public Sector Partner Awards. I'm your host Natalie or like thanks for >>watching. Mm.

>>from around the globe. It's the Cube with digital coverage of VM World 2020 brought to you by VM Ware and its ecosystem partners. Welcome back. I'm stupid a man. And this is the cubes coverage of VM World 2020 our 11th year at VM World. And of course, we've been watching VM where they're doing a lot more in the cloud the last few years. Big partnership with A W s. And part of that is they bring their ecosystem with them. So Justus, they've had hundreds of companies working with them in the data center. When they do VM ware cloud on AWS in azure oracle, all the cloud service fighters, the data protection companies can come along and continue to partner with them. That's part of what we're gonna be discussing. Happened. Welcome back to the program. It's been a few years. Deepak Mohan. He's the executive vice president of products organization at Veritas. Deepak, thank you so much for joining us. You've got a beautiful veritas facility behind you there. >>Yeah. Nice to meet you. Stew. Yeah. We're really excited about the way in world event and a happy to be on the show. with you? >>Yes. So? So? So let's before we dig in tow data, resiliency and all the other pieces, you know, the Veritas VM relationship goes, goes way back. I mean, I think back to the early oughts, uh, you know, talk about the software companies. You know, Veritas was the, you know, software company in the industry that really got a lot of it started. Yeah, a little company that you and I both know knee M c picked up VM where the rest is history there. But veritas that that partnership has been there since the early early days off from VM ware. So just free refresh our viewers a little bit on on that partnership. >>Yeah, So we, um we're and Veritas have bean partners for, like 20 years. In fact, I'll say, both companies were founded about the same time. We, uh, neighbors in Silicon Valley and Veritas was actually one of the first companies to have introduced the concept off software defined data center software, defined storage. In fact, even before, you know, visa and all came into the picture. But as we and we're progressed with, the virtual is ations off the infrastructure. It was really important for enterprise customers to ensure that both their applications stay resilient and highly available, and all that data remains protected. So at 87% off the global fortune 500 customers are veritas customers. They're all using we and we're in their infrastructures. So any time we, um we're introduces a technology we have to ensure it is available, it's protected eso that partnership goes along a long way where every remember platform has way supported on day one for the Veritas solution. So very tight partnership. We get to see each other frequently and make sure that our solutions are joined at the hip. >>Yeah, Deepak, the term we hear from Veritas, we talked about data resiliency. And as you laid out there, you know, some things have changed. You know, 20 years ago, we weren't talking about cloud native environments, and you know all of these various pieces. Uh, it was really multi vendor heterogeneous environments that veritas lived in. Um, but even in all of these environments of, of course, you know, data resiliency, you know, making sure my data is protected, making sure things they're secure. Um, is still, you know, top of mine and so important for organizations. So, you know, talk to us a little bit about you know what that means here in 2020. With Veritas? Yes. >>So I'll say. 20 years ago, uh, we had one application. One server. Life was very fairly simple. Um, you know? Then came William where? You know, now we have the hybrid private clouds, public clouds, hybrid clouds. So the infrastructure is shifting into these other models, but the need for application resiliency and data resiliency is getting more and more complex because now we have applications that are running on Prem. They're running in virtual machines. They're running in hybrid environments. They're running in private clouds. They're running in infrastructure as a service. SAAS applications. So they're all over the place now, think about the job off the CEO. First, you have to make sure all these applications are up and running 24 by seven. Second, these applications have to be protected, which means, in case off a disaster in case often issue, you have to be ableto recover them a third. How do you be compliant with regulations with things? So so customers now have to have visibility into their infrastructure. So the job of the CEO is becoming super complex to keep in handle on everything. And that's where, uh, the companies like Veritas who are doing application resiliency data resiliency has become really important. I mean, as an example, last year at VM World Show floor, I actually counted the number off backup vendors compared to storage vendors. And there was actually more data protection and resiliency vendors on the floor. Then they were actually storage. Wentz. >>Yeah, Deepak here. You're absolutely right. We saw that, you know, for for years we used to call it storage world because they had all come in partner with VM Ware. But data protection. So So eso important here when one of the big conversations this year, of course, is that rollout of Project Pacific with VCR 77 update one just right, right ahead of the M world. Uh, I'm assuming Veritas is just keeping in lockstep with vm ware, but, you know, talk a bit about you know how that fits into the portfolio. >>Oh, absolutely. So, uh so one off the keys for veritas success over the last 20 years, uh, is that we have kept up with all the technology transformations and all the technology disruptions that happened. And as these hybrid cloud disruption that happening with you mentioned Project Pacific. But you know that it's the 10 zoo platform we are. We are one off the design partners with VM ware for to ensure the data protection layers are done correctly. Eso So we are definitely working with VM ware on the on the Chenzhou uh, resiliency as well as leveraging the Valero platform. So we'll make sure that as a customers are deploying these new solutions the Veritas Solutions out there or or to offer them the resiliency and data protection needed >>Deepak, we've watched that that real maturation of what VM was doing in the cloud, of course, the partnership, you know, first with IBM at VM World a few years ago, right after VM world, it was with a W s. And there was a lot of interest. But we are seeing that customer adoption. I wonder if you talk about how closely you worked with them. Do you have any, you know, maybe anonymous customers that you talk about? You know what they're seeing in the cloud? Why vm ware and Veritas went when they go to this environment. >>Yes. So I'll we have several customers who are moving into the cloud space, uh, leveraging VMC or now with the azure reimburse solutions. So what happens is when these customers we have large financials, for example, who are using now we anywhere and migrating their workloads into the cloud have eso. So they may be deploying virtual machines there. But the need for H A and data resilience in backup actually gets a little bit more complex because the old environments are still there on prime. Some workloads are now moving to the cloud, and they're leveraging The Veritas Solutions want to support the migration. Second, to offer the resiliency, leveraging the Veritas resiliency platform or net backup overeaters input scale. An example is I'll use an example of an air one airline customer reservation systems now moving to KWS within two availability zones. The application availability comes with the Veritas solution. So Veritas is Prue is on their journey to the cloud helping enterprise customers work in these hybrid use cases. >>Deepak, since you've got so many customers and they're going through their cloud journeys, uh, Veritas works across all the environment. You get a good view point as to where we are. One of the things we're really trying to help clarify people. We throw out these terms Hybrid cloud and multi cloud. Most customers I talked to we have a cloud strategy and you use more than one cloud. Yes. Is portability the big concern? Well, no, I'm not moving things all over the time. I don't wake up and say, you know, I'm checking the stock market and therefore I'm gonna, you know, move toe one of the other, but I need tohave my multiple environment. It's difficult on them with different skill sets. Uh, and you know, we're seeing, you know, companies like Veritas and VM where, you know, living where the customer is. So give us a little insight as toe what you're seeing from the customers, this whole hybrid, multi cloud environment. What? What does it mean to to your customers? >>Eso what? What? And says, You know, we have a variety of customers and, you know, invariably, when we talked to them, each one of them has, ah, little bit different journey to the cloud. I you know, some customers I'd say maybe more mid market. Want to move completely towards ah platform as a service approach and leverage either azure or a W s. Uh, but I'll say most of the enterprise customers are looking at, uh, taking workloads. It could be one of the applications. Some are further ahead in the journey, and they're taking now a mission Critical application. Okay, You know, it could be and s a p workload. It could be a thumb mission critical, you know, building system reservation systems and then using VM ware as the mechanism to go into the cloud with it and and and And when they do that, they're looking for the same level and same level of tools for both availability and data protection. Eso I'll say that we have lots of different examples between utilities, healthcare companies, financials, government. Yeah, who are ill say the common theme is now they're moving towards. I'll say the harder workloads are now moving to the cloud. And now they're absolutely leveraging tools from where eaters. They want to make sure that our solutions actually support those complex and highly scalable use cases. And we're absolutely doing that with the solutions. >>Deepak, you talk about some of the challenges that customers have. You know, some things have changed in 2021 thing that has not changed eyes that security is top of mind. We often see the, you know, data protection and security. Some of those pieces go hand in hand. I remember years ago talking at at the Veritas conference, it was G, D, p. R. And Ransom. Where were the big things that we talked about with every single customer as to how they were defending and preparing for that? So give us, give us the state of your environment. We know that even when everybody's working from home, unfortunately, the bad actors they're actually working over telling >>No. Yes. So I'll see the problem off. Ran somewhere has actually gotten a whole lot worse over the last couple of years. Uh, so, Aziz, we think about ransom where, uh, we have the security layer, which means, you know, first is you have to make sure your infrastructure is protected. You know, the second layer is detection. Which means how do you know if there's ransomware sitting in your environment? Because it could have come in and it may actually click in at a much later time, and the third is recovery. And to be able to recover, you need really good data protection and back up policies within the companies were able to recover it. So, of course, uh, most companies invest a lot in the security software, but we know that ransomware still get sent. It can get into a phishing attack. It can get into email some one off the employees at home clicks on something. You know, Ransomware is in eso the backup, and the data protection is the last line of defense from to be able to recover. So now you have it. You're stuck. What do you do? You want to find the last best copy, uh, be able to recover very, very quickly, and and the problem is is really serious. I was actually talking to my one off our tech support leaders, and we get at least one color day with one of our customers that have been hit with ransom er and we helped them through the recovery process s Oh, that's a heavy investment area for Veritas. Without that backup software backup exact software, but also with the hardened very terse appliances. We provide a very solid way for our customers to be able to protect and recover from Ransomware. The only thing I suggest is you know, once you have been hit at and if you don't have a good backup you know, I talked about that huge. Just state that entire state has to be protected also from ransomware, which means standardization is key. So when something happens, are you going to look at nine products to recover from or you want all your catalogs, all your data, all your insights in one place, so you can then go quickly, come back online and not have to pay the ransom? >>All right. Well, Deepak, let's let's bring it home. We're here at VM World. We we talked at the beginning about the long partnership. You were there, you know, Day zero with the VCR seven activity. What do you want people to take away from VM World 2020. When it comes to Veritas, >>I'm a key message. Tow our mutual customers as that veritas is here to support your journey to the hybrid cloud to the cloud. We are investing heavily in the solutions we Our goal is to continue providing today zero support for all we end where solutions and releases. And we're working very closely with VM ware on the 10 zoo platform rollout. We have a design partner with me and were there as well as leveraging the right AP eyes, whether to be a d. P. V i o P sent were certified on every latest versions off the VM Ware portfolio. We have several 100 engineers that work the just to make sure that we support these platforms, you know, in additional say's as the women were connects toe aws and to azure. Those solutions are also extremely well certified. So where it'll works very closely with AWS we were the first to be certified on the the AWS solutions. >>Uh, you're you're you're talking about like outposts, I believe. >>Oh, yes. Outpost. Yeah, so we just got the outpost ready. Certification, you know, works extremely well with the reimburse solutions. A swell Aziz A V s, uh, azure reimburse solutions so heavy areas off investment for us. So the same way that our customers have depended on us over the last 20 years. We are writing the technology disruptions to help our customers into the next wave with the same set off solutions working both on prime hybrid and clouds. >>Yeah, Deepak, I'm having flashbacks. You and I remember the things when it was the V x f s and the Vieques VM. And now we've got the, uh you know, uh, you know all the very the VM Ware versions on A V s and Google Cloud VM Ware engine. It gets a little confusing out there. But, hey, I really appreciate you giving us some clarity as to how you're helping customers with their their data resiliency supporting and ransomware and the deepen long partnership that Veritas and VM Ware have. Thanks so much for joining us. >>Thank you. Thank you. Stew. >>Alright, Stay tuned. Lots more coverage from VM World 2020. I'm stew minimum and thank you for watching the Cube

>>Bach from Las Vegas. It's the cube covering KWS executive sub brought to you by extension. >>Welcome back everyone to the cubes live coverage of the Accenture executives summit here in Las Vegas, part of AWS reinvent. I'm your host, Rebecca Knight. We're joined by two guests for this segment. We have Mamadou BA. He is the senior director of cloud technology at Anthem. Thanks so much for coming on the show. Mamadou and Sean mulch and Donnie, he is AWS security lead at Accenture. Thank you so much Sean. Thank you for having us. Rebecca, glad to be with you. So let's start with you mama. Do tell our viewers a little bit about Anthem, the business. >>Sure. So Anthem is a healthcare company. We're serving around 40 million members and we're committed to simplifying healthcare and make it more accessible and affordable for people. >>So committed to simplifying healthcare, which is, I'm imagining the driving force for your cloud journey, but, but what were some of the other factors that led you to the cloud? It's >>really, we want to make healthcare more accessible for people and more affordable. We want to meet our consumers where they are and meet them using mediums that they want us to use. So it's going through all the data we have. We have 40 million members who serving today looking at the data and find the ways to build customized and personalized experiences to meet them where they are and how they want to be met and also improve to health care for them. >>So what kinds of personalized customized experiences are you talking about and what does the cloud enable? >>So really when you look at, we have a variety of members, young children to adults and people who are Medicare and Medicaid, they have various needs. When you look at people's medical needs, you look at their financial needs, their social needs. What works for me might not work for your, might not work for him. So it's understanding the person as a whole and meeting them where they want to be a mentor really. >>So Sean, how does does, does Accenture, what does Accenture bring to this partnership? How are you helping Anthem realize its goals? >>Sure. So, I mean, I would say this happens under the guise of cloud and at Anthem broadly as well. Right? So Accenture, Anthem is, has Accenture is one of its largest partners. We're proud to be one of, have Anthem is one of our largest clients of course, and all the way from a lot of the outsourcing operations from the business operations side providing cost-effective business operations for addressing all those millions of subscribers that they have to of course helping them innovate both within cloud, within a lot of their other technology needs on premise from a lot of, they're from a lot of like transformations in technology. That's, I would say that covers the gamut specifically within, I'd say where we're helping both strategically and operationally on a strategic front. This includes mapping some of the business needs to um, how to various cloud technologies, uh, where it's a multicloud and a hybrid cloud approach, but also specifically on AWS and, and also about how we can help empower Anthem to realize its cloud journey and potential there with their workforce. >>We, their cloud technology organization and how we empower that movement going forward. Uh, there are a number of other drivers on the operational side and that includes of course, minimizing any future technical debt. Um, and that's, that's a big journey of course, or a big pattern. I would say that that is prevalent across multiple clients, but also realizing comprehensive monitoring, save preventive guardrails for services that then allows developers to have the freedom to experiment, to enable rapid prototyping. And also of course, uh, transparent, uh, operations from a cost perspective. So these would be a couple of ways. >>So mama, do you talk about the ways in which you are innovating in this cloud space? What are, what are some of the most exciting projects that you're working on? Right. So >>we have a, a large number of projects, but NTM as a whole, since we're serving 40 plus million members, we have thousands of applications, petabytes of data. So some of the projects we're working on today, we have a landing zone on AWS and we have some applications in AWS. What we need to meet our application teams. Also internally, we need to help them focus on the business drivers focused on healthcare. So we're working on providing them a nimble platform so they're not worried about day to day it and providing them a self service catalog. And we understand that there's a lot of complexity in healthcare or when you have all this data you need to make sure it's secure. There's a lot of regulatory challenges, so we don't want our application teams to have to deal with all those things. So it's really putting together, identifying the services, AI services, machine learning services, container and serverless, and building a framework for them to have access to all those services that are preapproved and make those self-service for the application teams. >>So that's our service catalog project and allowed them to use all that in an AWS account where they're self sufficient. So we were working closely with Accenture on their end. What we found was while the technology is very valuable, the people and process aspect of it, it's we have to get alignment across all the internal divisions, working closely and bringing our security teams on the table, our data teams, our operation teams, and working together to say how can we empower our developers internally to focus on business deliverables? So building that catalog, provide them a reference, a provider for reference architecture or reference implementation, identifying skills gaps and recognizing them, working with HR to hire new talent and reskill our existing talent, but also leveraging our partners to bring in that talent and give us various ways of looking at the same problem. >>So I saw you Shawn, nodding along with what a lot of mama do was talking about in terms of the alignment. Can you talk about that challenge and how you work with clients to make sure that you are bringing people along? Because the people and the processes are the most important part, but they're often the hardest part too. >>They're are definitely the hardest part. And of course we, I mean behind every grade success story, there's so many challenges, right? And, and one of the things we do of course is not just try to bring our best people that are technically sharp for Anthem, but that understand the client that understand the business needs. For example, it's not just about technology, but it's also about how it's applied to support certain business operations like mergers and acquisitions or as a strategy grows from one cloud to multi-cloud. So it's about bringing those folks that help align or understand those goals organizationally and how they're realized technically. In addition to that, I would say it's also bonding very, very, very closely with leadership, with architects, with operations personnel and the developers and engineers at Anthem to work side by side and realizing many of these goals or many of our shared goals and Anthem's overall vision. And >>the good thing there is really the cloud is aligned with the corporate strategy. So there's a lot of leadership alignment. And what we found is really trying to find that balance between autonomy and alignment. One, the teams to be autonomous. We're providing them with self-service, want them to innovate and get to market quickly, but we also want them to be aligned with the company and enterprise best practices and regulatory standards, so it's a fine balance, but I think we're making great progress with our partners. The processes are being reevaluated. Every process we were saying because we've done it this way for all these years and we were successful at doing it, doesn't mean that that's the way forward. We want to bring everyone together and think of a process holistically, not this is my team, I'm doing this and passing it to the next team. It's bring your best people and let's solve the problem together. >>Right. At the same time, I would say it's not siloed again between say architecture, operations and security either before or after. It's about bringing, I would say these, these three legs of that stool together or are together throughout the process and I think that's something we've done as well. One of the things we've done is establish a tiger team essentially right for to, to power through some of our challenges as we build out a new landing zone. As we move towards implementing some of these self capabilities and plan for migration of I would say a hundreds or potentially thousands of applications to the cloud. It's about getting security to shape policy, getting buy in from there as well. Ensuring that when design decisions are made from an architecture perspective, we take into consideration not just the operational side of Anthem but the operational arm of Accenture that supports and enables some of that work as well and how we can make that their lives easier and how we can make a, minimize any risks of the business, any disruptions, outages, et cetera, by way of good design and by getting their buy in and making sure that every internal stakeholders are, >>yeah. Yeah. Really our um, our emphasis is on quality by design, by bringing the right stakeholders, help architect it properly, and then have some process control and monitoring in place and having some key metrics that we look at. How long is it taking a developer to get an AWS account? How long does it take them to get access to a service that they need to meet? That business function letter is an AI service or a server less the application that they're trying to build. Evaluating those and then trying to improve our process >>and by keeping everyone in the loop, I mean it's this dynamic process that is that I'm sure is very complicated, but by with everyone on the same page, they then feel more engaged in the process and that they matter more, which, which also I'm sure drives productivity. Yes. >>Times w whenever you have a lot of people, sometimes there's no agreement on the decision, but you have to be at a point where when you come to an agreement, you might not have a hundred percent consensus all the time, but if 70 or 80% agree, the other people still feel included, their needs have been heard, their concerns will be addressed one way or the other, and they're willing to move forward with the group. It's not because I didn't get my way. I'm not supporting the business. They understand that and there's some trade offs. >>So I wanted to, I want to switch gears here and talk a little bit about security because health health care data represents some of the biggest security breaches of industry data. So how, how biz cloud infrastructure and your security processes and practices help help counteract that. >>Sure. So before you even get in the account do account is designed to meet all our Hampton security best practices and are based on our AWS agreement. Those best practices listed on there and working with our partners to make sure that by the time you get in an account, it's secure, you only have access to services we gave you. And for each of those services we do a full analysis on it, look at the various attack patterns. For instance, I do encryption and just ensure that the developers have a safe environment to experiment and develop. That's why we're building the self service catalog. It's a self service, but we put the services in there after we evaluated them, we feel comfortable with them. Some services, let's say some HIPAA eligible services. We want to ensure if your application is a HIPAA applicate eligible application, you, you're using those services, so having to control them process in place before you even get to account once you get it. And we have detective and preventive controls in place to alert us in case of any, anyone trying to use a service they're not supposed to use. >>Sean, I want to ask you about some research that Accenture did in 2017 the healthcare industry will be one of the top two industries to face the most digital disruption and the next three years. This was part of the technology vision survey. What, how, how do you even begin to to talk to clients through this, hold their hands through this enormously disruptive period in the healthcare industry. What's your advice and what do you think about the role of big data and analytics going forward? >>Right, absolutely. I think so. There's definitely a tremendous amount of disruption and then it's where a number of large, some of our large clients enterprises really have to go through their own transformational process, their own disruption process for the better, right. As you have a number of different start ups as you have a number of different new entrance into the field and one of the things they cloud technologies do is oftentimes it's not necessarily a first mover advantage, but it's, it's actually the lowest common denominator that if you're not using some of these services, whether it's the predictive capabilities for example, or some of the other analytics capabilities that are offered. So whether it's predict, whether it's Sage maker, et cetera, within AWS and other capabilities, these are really the new foundation and so many companies either no matter of size are actually leveraging these to build for a better experience. And one of the things we are looking at is how we can work with our clients to actually get them there as soon as possible and or use that again as the lowest common denominator and build their own differentiators bill bring to bear some of their experience throughout. Uh, I would say a years potentially decades been valuable experience products of services and actually turbocharge them for lack of a better word, >>mamma do large scale cloud transformation, innovation. This is a monumental challenge. How do you, but it's also a balancing act. How do you make sure that you are balancing the needs in adjacent areas like applications and onboarding and dev ops? How do you, >>so it's, it's really having that alignment and everyone understanding that this is a part of our corporate mission. We're trying to improve health care and reduce the cost, make it more affordable, improve people's lives. So all the teams that are leaders are coming together. Like you mentioned, we have a cloud tiger team and saying for my business unit or my application teams, these are the capabilities I need to support on AWS can do enterprise build up platform for me so I can focus on my business. So it's bringing people together, understanding where they are. Some application teams are more mature than others. Finding really ways to understand our internal customers. Also because we have many application teams and business divisions and having a process while working with, you can have application migration, we can help you migrate to the cloud, but that's not the goal. >>We want to help you understand the services you're using. It's enabling the application teams and providing them with a reference architecture or sometimes reference implementation team. We have a cloud enablement team for instance, where it's an internal consulting group where you go in and say, this is my application, helped me find the best way to move this application to cloud and the best way to improve it over time. So it's bringing everyone together and working closely with HR, the training teams, the vendor management teams, there's, it's almost everyone has to come together to scale this. If it's one team, it's easy to do it, but when you want to make it enterprise wide you have to really scale it and have the leaders aligned. Everyone contributing to it. It is all about alignment. >>It is. It is. It definitely is. Great. Yeah. Just wanted to comment earlier about the piece on security as well. Right, so we talked about, of course he talked about mama was talked about the service catalog, service introduction, so one of the things we do is as part of that alignment, getting everybody's thoughts in terms of how we see this working. Looking at that picture holistically, also looking at what is the, what is the consumer experience? Was the desired experience, is that how do we secure that? How do we make sure that it's frictionless and internally, how does that translate into all of the giving the developers freedom and having those guard but still having some guardrails in place as well as some comprehensive visibility and monitoring. There are about a good dozen services if not more, that provide different points of data metrics, alarms within AWS, but how do we do all of this at scale, at Anthem scale, and then back to the self service perspective. Not just enable security and as part of the organization to monitor, but how every part of the organization is accountable for ensuring security, be it an application team, be it part of the dev sec ops process, be at the networking teams, infrastructure teams, et cetera. So how is everybody informed and how do we bring that level of self service, not just from an application onboarding or migration perspective, but also from a security perspective. >>Yeah. Yeah. It's all about really enabling the application teams also because we can tell you you need to do these five things before you go to production, but if you don't know how to do them, you will not get to production. Instead of doing that, providing you some references, providing you have people you can talk to that can help you go through that. And everyone collaborating as let's help this application team get to production instead of we need to do these things before we approve you. Great. And they're from an alignment perspective. Again, we've gotten folks from cloud strategy, operating model and governance, architecture, um, operations, the actual network team, uh, in different parts of security. Yeah. Database of course, database, data, warehouses, et cetera. And then different parts of security, be it all the way from encryption, key management, the preventive side of things to more of the operational side as well. >>And how all of these folks come together with, if I may add some fantastic executive support on the end in front, um, across, across our board, um, to make things a reality. And I think it's been, we didn't, we didn't start with that model. We did that model out of necessity because when we started our cloud journey, we did have multiple teams taking care of their area. They did their job properly, but then there were some tickets waiting in queues. And it was when you look at the end to end process, it was slowing down the application teams. So we said, how do we help accelerate this stuff? Let's bring everyone together. Not, I did my work and I'm giving it to the next year, but let's collaborate and make sure we're doing the work as one team. >>Well, mama do. Sean, thank you so much. I've really fascinating conversation about re-imagining healthcare and how the cloud helps us do that. Thank you. Thank you so much for having us. Stay tuned for more of the cubes live coverage of the Accenture executive summit coming up in just a little bit.

>>Locke from Las Vegas. It's the cube covering KWS executive sub brought to you by extension. >>Welcome back everyone to the cubes live coverage of the Accenture executive summit here at AWS reinvent. I'm your host, Rebecca Knight. We have three guests for this segment. We have Dan Sheeran, the director of global accounts at AWS. Thank you so much for coming on the show. We have Ken Schwartz, vice president, enterprise analytics at health first. Welcome Ken and shale Jane lead data business group in North America. Accenture. Thank you so much. I am glad to have you all here. Good to be here. Yes. So we're talking today about driving digital transformation via data and analytics. I'm going to start with, you can tell us our viewers a little bit about health first as a business. >>Sure. Health first is the largest not-for-profit health plan in New York city. It's a 26 year old company. It's owned by 15 sponsor hospitals. So the business model is a little different than most health plans. The sponsor hospitals who own us, we actually share risk with the sponsor hospitals. So if our members obtain their medical services at sponsor hospitals, we have the same goal of keeping them out of the hospital essentially. And we, the revenue stays within the health healthcare delivery system. So it's a little bit different business model. We've been very successful. We're very local plan, so we have a big footprint in the communities, the very diverse communities in New York city. We're kind of part of the fabric of New York city and that's really very much part of our brand. >>So your patient population is mostly, I mean who, who, who are cuckoo prizes? >>1.4 million members, 1.4 million people mostly in New York city. So we like to say if you ride the subway in New York city, it's very likely that one in eight people are health first members, a one in three if you're in the Bronx, mostly underserved populations in a lot of cases. And people that really, like I said, sort of the, the real fabric of communities in the city. >>So what were the reasons that health works? Health first embarked on this data transformation. >>Really just again, a 26 year old company kind of outgrowing its infrastructure and really wanting to make sure that we can keep up with growth. We've been lucky to grow steadily over our entire history and at a certain point in time the legacy systems and legacy data systems don't support the new ways to do things. Prescriptive, predictive analytics, some of the great new capabilities that you can do in the cloud. So it became really important to get off the legacy hardware, get off the legacy approaches and big people change management to make that happen. I mean that's kind of what we've been living for about the last three years. >>So what were some of the goals? >>The goals are just to be able to do things at scale for in the legacy systems. I think we really didn't support analytics across our entire membership and our entire 30 million claims a year. 1.4 million members, 37,000 providers. So just being able initially just being able to query and do sort of business intelligence at scale across that, that much data, the old infrastructure just didn't support it from there. We've gone into launching our data science platform and things like that. So like I said, just, just being able to keep up with the times and provide more information, get to know everything we can possibly know about our members so that we can reach out to them in better and more effective ways. >>So shale, I want to bring you in here a little bit. How was, how did Accenture partner with health first and helping it achieve this goal? >>Yeah, so, um, we work with companies like health verse all the time and you almost have to embark on a journey that starts with a concept, almost the imagination, if you will. And then you take it into a test mode, the pilot mode in the scale up mode. And we were fortunate enough to actually to be involved in, in the journey that health first has had all throughout that, those stages, if you will. Um, and it's been, it's been a very rewarding experience because health first is one of those companies that actually took a very early lead on moving to the cloud, moving to the new data architectures and actually trying new technologies such as we recently finished a, uh, a knowledge graph project with them as well, which is relatively new in this space. So it's been a rewarding experience for us as well. >>So what are kind of, what are some of the challenges that you faced along this journey? Organization of lead technically and how did you overcome them? >>I think early on it's, it's whole new roles and new new technical paths that just didn't exist at the company. So Accenture being partner, good support from AWS really helped us. So we didn't have machine learning engineers and data engineers and cloud practitioners. So you don't grow that overnight. So having professionals come on graph as well. We oftentimes you start off with the use case and you have somebody just download things and get going. Right. And that's great, but that doesn't really land it. So getting professionals who have done things in the new environments on board to help us out was, was really key in the challenges side. I really think the people change management can be really hard. Again, if you're a sort of a brand new company or startup and you're just, you have to do your business on the cloud and it's dependent on that from day one. >>It's a lot different than we have a lot of people. Our company has been successful for 26 years. We have to look to the future to make these changes, but we've been doing pretty well sort of on our legacy platforms and things like that. So it's not always easy to just get people to change streams and say like, Hey, you really should be be doing this differently. So I think the people change management realizing you have to kind of sometimes lead with use cases, lead with pilots, lead people by the hands to get from point a to point B was kind of surprising. But we've, we've learned that that's true. >>So Dan, he you had a nice shout out from Ken here by giving you some prompts buddy in the U S and what you bring to the value you bring to the table. What do you, what do you make of what he said about the people change and how that is in a lot of ways the hardest >>couldn't agree more. In fact, that was the first point that Andy Jesse led off with this morning in his keynote that it's any of these projects, if you don't start with leadership that is both committed to the change and coordinated among themselves, then you've got no chance of success. Now that's, that's a necessary condition. It's not sufficient. You do need to drive that change through the organization and this, the scenario that Ken described is very common in what we see in that you start with enthusiasts typically that will, we often call builders who are going to be at a department who are playing around with tools because one of the advantages of course of AWS is it's all self-serve. You can get started very easily create your own account. But it is tricky to make sure that before that gets too far along that an enterprise wide architecture and strategy is agreed upon or else you can get sort of half pregnant with an approach that really is not going to serve the longterm objectives. And that's the reason why working with Accenture, getting the reference architecture for a data Lake really agreed on early on in this project was essential and that's what allowed once that foundation was in place. All these other benefits to accrue pretty quickly. >>So on a project like this, how closely are you all working together in teams to get the job done? I mean, and what is the collaboration, what is the process and what does it look like? >>Well, you know, I'm sure that each of us is going to have an answer to that, but our perspective on that at AWS is to always be customer led. We have some customers who themselves want to use a journey like this to become a builder organization. And one of their strategic objectives is that their developers are the ones who are really at the controls longterm building out a lot of new features. We have other customers who really want to be principally buyers. They'll have some enthusiasts here and there in their organization, but they really want to principally define the objectives, participate in the architecture, but then really lean on somebody like an Accenture to implement it >>and to also stand behind it afterwards. So in this case, Accenture played a central role, but we really think that the very first meeting needs to be sit down and listen to what the customer wants. Yeah. I'd say we're builders but with guidance that against them we want people who have, who have hit their heads on things and kind of learn from that and that's, that can be a force multiplier instead of having, and we definitely jumped into use cases that we wanted to just build. Like I said in a year later, we're a little bit spinning our wheels. It's not really hurting anything cause it's not necessarily anything anybody else's for anyway is standing up a graph database. It's just something we wanted to do. Right. So having these guys come in as force multiplier has been really useful. So we reach out to AWS, have really good support from AWS when we need it. AWS also has great online training, the loft in lower Manhattan or in Soho we go to things as well so we can help ourselves. And the next venture is just really been embedded with us too. We have seven or eight data engineers that have really walked pretty much every mile with us so far on this journey. So >>yeah, the only thing I would, I would add to it is that, you know, we have a very strong relationship with AWS and as such we become privy to a lot of the things that are coming down the pike, if you will. So that can add value. At the same time, we have very good access to some of the top technologists within AWS as well, so we can bring that to bear so that that all kind of works really well together. Having a partnership with AWS and then with our, we have different parts of the organization. They can also bring not just the technology skills but also domain skills as well. So we can add to some of the thinking behind the use cases as well. So that's another part of the collaboration that happens including in the security model. Right. And if we don't have that right from the beginning, then very true. Nothing else becomes possible. And there's a lot of domain expertise within Accenture. It helps us scale. >>One of the things that we, that I've heard a lot today at the Accenture executive summit is this idea of thinking differently about failure. And this is an idea that's in Silicon Valley, failed, fail better, fail happier, fail up all these things. Fail fast. Exactly. But all of them do. How do you, how but how does a co does a nonprofit in New York city, how does it embrace that? I mean, as we've talked about a lot here just now is the people are, are the hardest part that then that's a really different mindset in a really big change for an organization like health first. >>But the, the, the business model of working with AWS to is pay as you go and everything. It's like failing cheapest, very possible. You know, we're not putting out huge upfront costs to turn something on. We can turn it on for pennies sometimes and do a use case. So it really does support experimentation. We've been, one of our successes I think is we really just try a lot of things. So we've, we've had to learn how to do that and learn how to sort of either pull in more experienced people to help us or just just cut it off kind of in some cases. So yeah, the cloud patterns and AWS is business model just makes it really easy. >>And it's also key of course, to have some quick wins that are highly visible. So to my understanding that in the case of health first there was, you know, whether it's reimbursement claims or there's potential fraud that can be detected, that is a lot easier to start doing once you got your data into a common data Lake and you've got world-class analytics tools that are available directly to the business analysts. Instead of requiring lots of hand holding and passing datasets around, when you get those initial quick wins that builds the kind of enthusiasm that allows you to then take this from being a project that people are skeptical about to people really seeing the value >>and people get excited about it too. So talk about some of the benefits that your members have seen from this. >>Sure. So again, we have 1.4 million members. So just something pretty simple. Every health plan wants to prevent readmissions. So someone's been in the hospital and then they have to go right back with the same condition. That's bad for the member or bad for the plan. Bad for everybody, right? So just just being able to take a data science model on our own data, train it up for predicting readmissions. Again, we have large care management community. Many nurses go out in the field every day and meet members, but now that we can give them a list of the 500 most important members and it's also self-service, it's, it's in a dashboard that's running in red shift and people can go and just get their lists. I mean that's really profoundly satisfying and important to change our members health outcomes. You know, that's only one example. That was kind of the first model we've built, but we have models for people being adherent to their medication. Just a lot of things that we can do. Targeted interventions instead of kind of having a bunch of business rules. Kind of in your head of who you think you should reach out to. This is the data's telling us who's most at risk and sometimes empowering the call center personnel >>when you can give them access to data that allows them to really personalize that, that phone call experience with somebody. It's a, it's a relatively low cost way to surprise and delight the patient or the health plan member. And that then drives customer satisfaction scores, which are very important in the healthcare industry for all sorts of reasons related to accreditation are related to reimbursement. And also frankly just related to enrollment and retention. >>I speak from experience when I say the best, the companies are the ones with the good call centers that you just are happy and you get off the phone, you don't want to slam it down, you're, you're happy to talk to them. So final pieces of advice for companies that are, that are trying to drive change through data analytics. What, what is a best practice? Best piece of advice? Well, because you looked at me, I'll let you go first. >>Um, we always, it sounds obvious, but it's surprisingly often not the case. Once you get past the initial five minutes of a conversation, really stress are we actually focused on a real problem as opposed to something that sounds cool or fun to go experiment with. Because these tools, as Ken said, these are, it's fun to play with these self-service AI tools. You can predict all sorts of things. Isn't an actual pain point for either an internal customer or an external customer. >>Yeah, I think you hit it on the head as well. That's advice to starting this as get, get some wins, get some early wins and then don't be afraid to experiment and don't be afraid to think outside the box. I think I would say there are two pieces of advice. One is focused on strategy like Dan was talking about before, because with tools like AWS where you can literally use your credit card to get started, you can lose sight of the big picture. So have a data strategy that is directly tied to your business strategy is very important. And the second is instead of thinking about building a data pipeline for a specific use case, think about building a platform, a data platform that can serve the need of today and tomorrow as well in a, in an architecture that is, that is fit for purpose architecture like Andy Jesse talked about today. So don't go for a Swiss army knife approach. Go for fit for purpose platforms, products, models, if you will, that can allow you to build that platform that can serve the need of the future as well. >>Excellent. Thank you so much shale. Ken and Dan, thanks for coming on the cube. Thank you. Thanks. Thank you. I'm Rebecca Knight. Stay tuned for more of the cubes live coverage of the Accenture executive summit.

>> live from London, England. It's the queue covering a ws summat. London twenty nineteen Brought to you by Amazon Web services >> Welcome back to London Summit Everybody, this is David Lamont and you watching the Cube, the leader in live tech coverage. We loved to go out to the events. We extract the signal from the noise. This is our one day coverage of a WS summit London, and it's packed house twelve thousand people here. The twenty six thousand people registered, which is just outstanding. Chris Bunches. Here's the general manager of a MIA for cloud reach, and he's joined by Mark Randy, whose CEO of signal FX. Gentlemen, welcome to the Cube. >> Thank you. >> Okay, let's start with signal effects. What's going on at the show? What's the buzz like? >> Very busy. Dozens deep. A lot of demonstrations feature in our massively scalable metrics platform and distributed tracing platform. So we've had a very good show. Good showing in London. >> Good. We're going to get into some of that. Chris, tell us about cloud reach. What you guys do? >> Sure. So Cloud Reach was founded in two thousand and nine. So quite a long time ago in the history of cloud confusing, at least >> was right after the Cloud City with >> quite a pure vision around helping complex organizations to adults public cloud computing technologies to doom or faster and better. That's all we've ever done. It's all we ever intend to do way work these days with enterprise organizations across the cloud lifecycle starting with adoption, helping them to understand White Cloud. How am I going to do this? How am I going to move my data center's into the cloud? How am I gonna build new services moving on through the life cycle? We help them with that. At that migration, we helped them to shut down their data centers on rebuild them in a WS. We helped build New Cloud native Services. Using the latest offerings from from Amazon and other cloud providers, we worked with him on Data analytics, helping them to generate insights from their data. Data flows in an ever faster pace from across the across the world into their organization. On all of that is wraps with an MSP manage service twenty four hours a day, seven days a week. >> So, Mark, I gotta ask you so back back in the day, the narrative was that the public law was going to kill every man, his service provider out there. It's been nothing but a tailwind for your business. Business is booming. What's what actually happened to give you that? Left >> on the signal effects side I look, the big trends are the move to the cloud number one. The second piece is just a change in the architecture's you know, the move to communities, the introduction for elastic burst e type use cases of things like Lambda and and that even more importantly, just the process of developing software movement from, you know, waterfall, Dad, agile and the Whole Dev ops movement in introduction of micro services. So that's it's It's just a lot of a lot of these ways been going on for quite some time, but they're really starting to hit the shore to shore right now, and I think it's been a great great opportunity for companies like Cloud Reach Tio to take advantage of were very excited by the partnership. >> Well, it has. It has ripple effects on the rest of the business, doesn't it? I was saying earlier in a segment that it used to be the business of No, we can't do that because and now you look around this audience, it's all doers and builders, and, you know, it's it's actually great marketing because it works, doesn't it? So clouded has been a fundamental component of >> Yeah, I mean, our whole businesses around making t v enabler helping businesses to innovate. Once upon a time, the message was all around. Cost saving is the reason to move to the cloud, and there's still an element of that. Nobody wants to pay Mohr, but actually, increasingly, what we're seeing is organizations moving to Amazon because they want the agility, they want to move faster. And they don't want to be the the culture of no and have a process that takes six months to deliver a new service to the business. They want to be out of deliver things in hours or minutes in the some cases, and they want to do so quickly on they want to innovate, a pace that they've never been able to before, partly from a competitive threat perspective and partly from a market opportunity. There's so much, but we can deliver to customers if we put our minds to it and use the primitives, the Amazon providers, as building blocks to enable new >> services. You know where you live in the Bay Area. I spent a lot of time out there, were based in Palo Alto and use a vortex that unique that sometimes I think way think that that's where all the action is. You come to London and you see all these startups. Every business is becoming a software company. And you know, we don't in Silicon Valley in America have a monopoly on innovation anymore, >> not even close. So there's a lot of great innovation all over Europe. Uh, here in the U K. All the way to Northern Europe, Doc, uh, Paris Way we see it across the board. So >> So what are people doing? They building new cloud native APS in the public loud. Are they doing a lifted shift and trying to get more agility out of those traditional APs? What's the landscape? Looks like? >> It's ah, combination of the two. The startup organizations, of course, is starting with no legacy. There's nothing to my great and they are building cloud native and they're doing so far, >> we have no I d >> no. Yeah, technically, before nine years, four hundred on eBay test migrations. But that's the only hardware for the museum. Exactly the larger organizations. They have huge volumes of legacy infrastructure, some of it dating back to the seventies. In the case of financial institutions or public sector, then all of that is an opportunity to modernize, and not just for the agility and innovation but in some cases just to reduce risk. There is huge business risk in these old, untouched, dusty, cobweb ridden servers that nobody understands anymore. And there's a really opportunity to move that to the public cloud, reduce and remove that risk. And while you're there, take advantage of the new technologies and innovative deliver a better service to you or in consumer whoever that may be >> so prik uber, Netease and micro services, even though containers have been around for a while. But the modern doctors ascendancy. You know why? To K was the year of the decade of modernization. It was like four or five years leading up to y two K at some I T shop said, Okay, we're going to modernize, but but none of these micro services existed, so it really was. It was about dates, maybe some application portfolio rationalization. What's different today that I could take those apse that were written in the seventies with a lot of custom code? How am I able to modernize, though >> I think it's the maturity of the services. You look at something a platform like Amazon. There's one hundred twenty hundred thirty, or Mohr. It grows almost every week. Building blocks primitives, the Amazon are providing, and its a rating on it. At an incredible rate on DH, there's almost a service for everything. And when you think they've run out of services to introduce, a new services is created. And, you know, we talked about micro services. They introduced Lambda back in two thousand fourteen, which was there. Serve Elice environment driving event based micro services architectures, and it's ahead of the game. It's ahead of the curve. It's causing people to think very differently about what's even possible from a night perspective. And there's no way. In most organizations, you, Khun, build that kind of infrastructure on that kind of platform that is build and costs you on a Microsoft microsecond basis. I mean, it's it's >> incredible. It was amazing. I remember the first virtual machine. It would be anywhere that I saw spun up like, Wow, this is going to change the world. And then the cloud comes along like a while. This is going to change the world. And now survivalists. I don't even have to deploy servers anymore. It's side by Amazon >> way. See this? Even even in some of the more traditional organizations we we worked with in the UK and in Germany and France and elsewhere, you don't even need to be looking at service. Just the ability toe programmatically spin up a virtual machine without a human touching anything. That's incredible to some organizations, right? They're used to it, taking six months to provision of infrastructure to deploy an application. Now they can click a button, and by the time they've made a cup of coffee, it's it's up and running, and it's It changes the way people >> think So much Talk about Cloud Region signal effects. What's the partnership like between you two and what's your partnership like with eight of us? >> Um, on the cloud reach side, we went through an extensive evaluation by cloud reach, and over several months they evaluated all the alternatives on the market and ended up selecting us to be their standard for their many service provider business. It's We're super excited about that. On the go for it, we're rolling that out with them there. Current customer based on DH. We were hoping that, uh, using signal effects, that cloud reach that will help them be the point of spear on all cloud native. You know, in their marketplaces, they go pursue other customers, so it's pretty excited about. >> So it's not a pressure release deal, not a Barney deal. Like we like to say that >> they're up there, They're a paying customer. And, you know, I made a big bet on signal effects going forward. >> So why the choice to go with manage service provider? You have You could have built it yourself and take us through that. >> Yeah. I mean, the nature of the business we're in is very much predicated on the fact that you don't build it yourself. You know, you look at the market and if somebody is already doing it well and provides excellent service as a commodity, you use it. We've been in the MSP space since round about twenty ten very soon after the the company was was founded, and we know it pretty well. We have a large customer base. We are one of the top tier MSP for along the major cloud vendors in the world, lots of large organizations. However, as we look to refresh our tooling with a view on Maura, an application centric approach, which is what all of our customers want and expect a CZ we look to micro services and the very latest platforms and technologies he's being released by the hyper scale cloud vendors. We recognize the need for a newer, more modern tooling on DH. After a thorough evaluation, a CZ mark says signal effects came out on top. Why is that? Partly it's the cloud native element. You know, some of that sounds a little bit like a marketing buzzword, but in reality, what it means is the company was founded relatively recently and as a result, was geared towards modern technology. So out of the box they support doctor, they support containers, they understand, and they're orchestrated around micro services. It deals with scale on volume, and we we want to low test things in a big way. We only serve large scale and surprise customers. And they are going to throw tens of thousands of containers on micro services at their tooling, and it has to be able to track tto handle that massive volume of transactions. >> It's a complicated picture, actually. You know, sometimes micro services aren't so micro. Yes, and you've got to secure all these containers. Got spinning up of'Em is easy. >> Well, >> you see multiples. So how do you guys deal with that? I mean, you're obviously experts at it, but But give us the sales pitch >> on. Yeah. So I think you kind of you covered it earlier with, You know, all these great new technology with introduction of micro services. I mean, developers in our writing it the running it, they're pushing code directly into production environment. You know, you went from releasing code once or twice a year, a few years back now toe several releases and you know your people lifting shift. They're starting with a few micro services. Someone we're getting up into the hundreds, even thousands in our most advanced deployments. It it it ends up being worth a situation Where Alright, all this innovation is great, but it also introduces a ton of complexity. And based on the way we've architect of our system, really time streaming like within seconds, you're going to need to see it, to react to it, whatever the use cases. And that's what differentiates signal FX is this massively scalable streaming architect we built for from a Metrix platform standpoint and then from an Eastern West standpoint for your from your custom code are Micro Services, a PM solution on top of that to go help measure what those transactions air how they're performing across the entire complex environment. So we feel like we're just purpose built for today to help in the lift and shift crowd and or for the more advanced customers, they're intothe point dozens, if not hundreds of micro services. >> Tell me more about this metrics platform you mentioned a couple times. What is that all about? >> Well, we start with essentially, you know, the three big pillars are logs, metrics and eight p. M. And you know, our company was found it. We have deep roots. Back in the two thousand seven ranges, our founders were you know, they built the monitoring stack at Facebook and so had several years, you know, kind of earning and learning that secret. You know, in the early days, they didn't call it Dev Ops. Back then they called it move fast, break things, didn't call >> it. They didn't call it >> a micro services. I mean, and then twenty, twenty, thirteen, early, two thousand fourteen. That's when the founders got together and started. The company is also the same time frame. Doctor came out. Were just purpose built for this for this environment. >> Final thoughts. Yeah. Thie event where you guys were headed. Maybe little road map, if you could. >> The event has been incredible. Every year it gets a little bit bigger. It gets a little bit more exciting. There's, ah, bigger range of organizations, different industries. And it changes a little bit over time. This year, financial services has been particularly of interest for us, but this event is a lot of large large banks, investment houses, those kind of companies here on DH. That's been really exciting for us. I think trend I'm most excited about is really around machine learning. Amazon talked about it in the keynote this morning and democratization of very, very complex technology bring it to the masses is a as a manage service that can be provisioned in minutes and seconds. And to me that something that's that's really exciting and using the signal FX platform, we're now in a position to provide manage service wrappers around the machine learning based solutions that we build for our >> customers. Yeah, the financial services. Interesting. Back in two thousand nine when you started, a lot of the banks in New York thought they could scale and compete essentially with KWS >> world. The world changes very quickly. Absolutely >> final thoughts for you. >> Yeah, I think they think we're moving past that point. You know, even the later adopters. I think we're moving past that point and look at that name there getting pressure from the startup community, whether it's intact or or any industry's gonna have that type of pressure. You talked about that y two k moment. I think in any vertical out there, it's that you know those cloud native type companies the companies are becoming software companies were going toe transform yourself or you're going to have some pressure from the start up going forward. We're >> guys. I'm thrilled that you could make time to come in the queue. Thank you. Thank you. Thanks for having us. All right. Keep it right there. But it is. Dave Alonso will be back with our next guests right after this short break. You watching the Cube from London? Eight of US Summit right back.