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

>> Announcer: "theCUBE" presents "Kubecon and Cloudnativecon Europe, 2022" brought to you by Red Hat, the Cloud Native Computing Foundation and its ecosystem partners. >> Welcome to Valencia, Spain and "Kubecon + Cloudnativecon Europe, 2022." I'm Keith Townsend, and we're continuing the conversations with amazing people doing amazing things. I think we've moved beyond a certain phase of the hype cycle when it comes to Kubernetes. And we're going to go a little bit in detail with that today, and on all the sessions, I have today with me, Taylor Dolezal. New head of CNCF Ecosystem. So, first off, what does that mean new head of? You're the head of CNCF Ecosystem? What is the CNCF Ecosystem? >> Yeah. Yeah. It's really the end user ecosystem. So, the CNCF is comprised of really three pillars. And there's the governing board, they oversee the budget and fun things, make sure everything's signed and proper. Then there's the Technical Oversight Committee, TOC. And they really help decide the technical direction of the organization through deliberation and talking about which projects get invited and accepted. Projects get donated, and the TOC votes on who's going to make it in, based on all this criteria. And then, lastly, is the end user ecosystem, that encompasses a whole bunch of different working groups, special interest groups. And that's been really interesting to kind of get a deeper sense into, as of late. So, there are groups like the developer experience group, and the user research group. And those have very specific focuses that kind of go across all industries. But what we've seen lately, is that there are really deep wants to create, whether it be financial services user group, and things like that, because end users are having trouble with going to all of the different meetings. If you're a company, a vendor member company that's selling authentication software, or something in networking, makes sense to have a SIG network, SIG off, and those kinds of things. But when it comes down to like Boeing that just joined, does that make sense for them to jump into all those meetings? Or does it make sense to have some other kind of thing that is representative of them, so that they can attend that one thing, it's specific to their industry? They can get that download and kind of come up to speed, or find the best practices as quickly as possible in a nice synthesized way. >> So, you're 10 weeks into this role. You're coming from a customer environment. So, talk to me a little bit about the customer side of it? When you're looking at something, it's odd to call CNCF massive. But it is, 7.1 million members, and the number of contributing projects, et cetera. Talk to me about the view from the outside versus the view now that you're inside? >> Yeah, so honestly, it's been fun to kind of... For me, it's really mirrored the open-source journey. I've gone to Kubecon before, gotten to enjoy all of the booths, and trying to understand what's going on, and then worked for HashiCorp before coming to the CNCF. And so, get that vendor member kind of experience working the booth itself. So, kind of getting deeper and deeper into the stack of the conference itself. And I keep saying, vendor member and end user members, the difference between those, is end users are not organizations that sell cloud native services. Those are the groups that are kind of more consuming, the Airbnbs, the Boeings, the Mercedes, these people that use these technologies and want to kind of give that feedback back to these projects. But yeah, very incredibly massive and just sprawling when it comes to working in all those contexts. >> So, I have so many questions around, like the differences between having you as an end user and in inter-operating with vendors and the CNCF itself. So, let's start from the end user lens. When you're an end user and you're out discovering open-source and cloud native products, what's that journey like? How do you go from saying, okay, I'm primarily focused on vendor solutions, to let me look at this cloud native stack? >> Yeah, so really with that, there's been, I think that a lot of people have started to work with me and ask for, "Can we have recommended architectures? Can we have blueprints for how to do these things?" When the CNCF doesn't want to take that position, we don't want to kind of be the king maker and be like, this is the only way forward. We want to be inclusive, we want to pull in these projects, and kind of give everyone the same boot strap and jump... I missing the word of it, just ability to kind of like springboard off of that. Create a nice base for everybody to get started with, and then, see what works out, learn from one another. I think that when it comes to Kubernetes, and Prometheus, and some other projects, being able to share best practices between those groups of what works best as well. So, within all of the separations of the CNCF, I think that's something I've found really fun, is kind of like seeing how the projects relate to those verticals and those groups as well. Is how you run a project, might actually have a really good play inside of an organization like, "I like that idea. Let's try that out with our team." >> So, like this idea of springboarding. You know, is when an entrepreneur says, "You know what? I'm going to quit my job and springboard off into doing something new." There's a lot of uncertainty, but for enterprise, that can be really scary. Like we're used to our big vendors, HashiCorp, VMware, Cisco kind of guiding us and telling us like, what's next? What is that experience like, springboarding off into something as massive as cloud native? >> So, I think it's really, it's a great question. So, I think that's why the CNCF works so well, is the fact that it's a safe place for all these companies to come together, even companies of competing products. you know, having that common vision of, we want to make production boring again, we don't want to have so much sprawl and have to take in so much knowledge at once. Can we kind of work together to create all these things to get rid of our adminis trivia or maintenance tasks? I think that when it comes to open-source in general, there's a fantastic book it's called "Working in Public," it's by Stripe Press. I recommend it all over the place. It's orange, so you'll recognize it. Yeah, it's easy to see. But it's really good 'cause it talks about the maintainer journey, and what things make it difficult. And so, I think that that's what the CNCF is really working hard to try to get rid of, is all this monotonous, all these monotonous things, filing issues, best practices. How do you adopt open-source within your organization? We have tips and tricks, and kind of playbooks in ways that you could accomplish that. So, that's what I find really useful for those kinds of situations. Then it becomes easier to adopt that within your organization. >> So, I asked Priyanka, CNCF executive director last night, a pretty tough question. And this is kind of in the meat of what you do. What happens when you? Let's pick on service mesh 'cause everyone likes to pick on service mesh. >> XXXX: Yeah. >> What happens when there's differences at that vendor level on the direction of a CIG or a project, or the ecosystem around service mesh? >> Yeah, so that's the fun part. Honestly, is 'cause people get to hash it out. And so, I think that's been the biggest thing for me finding out, was that there's more than one way to do thing. And so, I think it always comes down to use case. What are you trying to do? And then you get to solve after that. So, it really is, I know it depends, which is the worst answer. But I really do think that's the case, because if you have people that are using something within the automotive space, or in the financial services space, they're going to have completely different needs, wants, you know, some might need to run Coball or Fortran, others might not have to. So, even at that level, just down to what your tech stack looks like, audits, and those kinds of things, that can just really differ. So, I think it does come down to something more like that. >> So, the CNCF loosely has become kind of a standards body. And it's centered around the core project Kubernetes? >> Mm-hmm. >> So, what does it mean, when we're looking at larger segments such as service mesh or observability, et cetera, to be Kubernetes compliant? Where's the point, if any, that the CNCF steps in versus just letting everyone hash it out? Is it Kubernetes just need to be Kubernetes compliant and everything else is free for all? >> Honestly, in many cases, it's up to the communities themselves to decide that. So, the groups that are running OCI, the Open Container Interface, Open Storage Interface, all of those things that we've agreed on as ways to implement those technologies, I think that's where the CNCF, that's the line. That's where the CNCF gets up to. And then, it's like we help foster those communities and those conversations and asking, does this work for you? If not, let's talk about it, let's figure out why it might not. And then, really working closely with community to kind of help bring those things forward and create action items. >> So, it's all about putting the right people in the rooms and not necessarily playing referee, but to get people in the right room to have and facilitate the conversation? >> Absolutely. Absolutely. Like all of the booths behind us could have their own conferences, but we want to bring everybody together to have those conversations. And again, sprawling can be really wild at certain times, but it's good to have those cross understandings, or to hear from somebody that you're like, "Oh, my goodness, I didn't even think about that kind of context or use case." So, really inclusive conversation. >> So, organizations like Boeing, Adobe, Microsoft, from an end user perspective, it's sometimes difficult to get those organizations into these types of communities. How do you encourage them to participate in the conversation 'cause their voice is extremely important? >> Yeah, that I'd also say it really is the community. I really liked the Kubernetes documentary that was put out, working with some of the CNCF folks and core, and beginning Kubernetes contributors and maintainers. And it just kind of blew me away when they had said, you know, what we thought was success, was seeing Kubernetes in an Amazon Data Center. That's when we knew that this was going to take root. And you'd rarely hear that, is like, "When somebody that we typically compete with, its success is seeing it, seeing them use that." And so, I thought was really cool. >> You know, I like to use this technology for my community of skipping rope. You see the girls and boys jumping double Dutch rope. And you think, "I can do that. Like it's just jumping." But there's this hesitation to actually, how do you start? How do you get inside of it? The question is how do you become a member of the community? We've talked a lot about what happens when you're in the community. But how do you join the community? >> So, really, there's a whole bunch of ways that you can. Actually, the shirt that I'm wearing, I got from the 114 Release. So, this is just a fun example of that community. And just kind of how welcoming and inviting that they are. Really, I do think it's kind of like a job breaker. Almost you start at the outside, you start using these technologies, even more generally like, what is DevOps? What is production? How do I get to infrastructure, architecture, or software engineering? Once you start there, you start working your way in, you develop a stack, and then you start to see these tools, technologies, workflows. And then, after you've kind of gotten a good amount of time spent with it, you might really enjoy it like that, and then want to help contribute like, "I like this, but it would be great to have a function that did this. Or I want a feature that does that." At that point in time, you can either take a look at the source code on GitHub, or wherever it's hosted, and then start to kind of come up with that, some ideas to contribute back to that. And then, beyond that, you can actually say, "No, I kind of want to have these conversations with people." Join in those special interest groups, and those meetings to kind of talk about things. And then, after a while, you can kind of find yourself in a contributor role, and then a maintainer role. After that, if you really like the project, and want to kind of work with community on that front. So, I think you had asked before, like Microsoft, Adobe and these others. Really it's about steering the projects. It's these communities want these things, and then, these companies say, "Okay, this is great. Let's join in the conversation with the community." And together again, inclusivity, and bringing everybody to the table to have that discussion and push things forward. >> So, Taylor, closing message. What would you want people watching this show to get when they think about ecosystem and CNCF? >> So, ecosystem it's a big place, come on in. Yeah, (laughs) the water's just fine. I really want people to take away the fact that... I think really when it comes down to, it really is the community, it's you. We are the end user ecosystem. We're the people that build the tools, and we need help. No matter how big or small, when you come in and join the community, you don't have to rewrite the Kubernetes scheduler. You can help make documentation that much more easy to understand, and in doing so, helping thousands of people, If I'm going through the instructions or reading a paragraph, doesn't make sense, that has such a profound impact. And I think a lot of people miss that. It's like, even just changing punctuation can have such a giant difference. >> Yeah, I think people sometimes forget that community, especially community-run projects, they need product managers. They need people that will help with communications, people that will help with messaging, websites updating. Just reachability, anywhere from developing code to developing documentation, there's ways to jump in and help the community. From Valencia, Spain, I'm Keith Townsend, and you're watching "theCUBE," the leader in high tech coverage. (bright upbeat music)

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

>>From the Bellagio hotel in Las Vegas. It's the cube covering UI path forward for brought to you by UI path. >>Good morning. Welcome to the cubes coverage of UI path forward for day two. Live from the Bellagio in Las Vegas. I'm Lisa Martin with Dave Velante, Dave. We had a great action packed day yesterday. We're going to have another action packed day today. We've got the CEO coming on. We've got customers coming on, but there's been a lot in the news last 24 hours. Facebook, what are your thoughts? >>Yeah, so wall street journal today, headline Facebook hearing fuels call for rain in on big tech. All right, everybody's going after big tech. Uh, for those of you who missed it, 60 minutes had a, uh, an interview with the whistleblower. Her name is, uh, Francis Haugen. She's very credible, just a little background. I'll give you my take. I mean, she was hired to help set Facebook straight and protect privacy of individuals, of children. And I really feel like, again, she, she didn't come across as, as bitter or antagonistic, but, but I feel as though she feels betrayed, right, I think she was hired to do a job. They lured her in to say, Hey, this is again, just my take to say, Hey, we want your help in earnest to protect the privacy of our users, our citizens, et cetera. And I think she feels betrayed because she's now saying, listen, this is not cool. >>You hired us to do a job. We in earnest, went in and tried to solve this problem. And you guys kind of ignored it and you put profit ahead of safety. And I think that is the fundamental crux of this. Now she made a number of really good points in her hearing yesterday and I'll, and we'll try to summarize, I mean, there's a lot of putting advertising revenue ahead of children's safety and, and, and others. The examples they're using are during the 2020 election, they shut down any sort of negative conversations. They would be really proactive about that, but after the election, they turned it back on and you know, we all know what happened on January 6th. So there's sort of, you know, the senators are trying that night. Um, the second thing is she talked about Facebook as a wall garden, and she made the point yesterday at the congressional hearings that Google actually, you can data scientists, anybody can go download all the data that Google has on you. >>You and I can do that. Right? There's that website that we've gone to and you look at all the data Google has and you kind of freak out. Yeah, you can't do that with Facebook, right? It's all hidden. So it's kind of this big black box. I will say this it's interesting. The calls for breaking up big tech, Bernie Sanders tweeted something out yesterday said that, uh, mark Zuckerberg was worth, I don't know. I think 9 billion in 2007 or eight or nine, whatever it was. And he's worth 122 billion today, which of course is mostly tied up in Facebook stock, but still he's got incredible wealth. And then Bernie went on his red it's time to break up big tech. It's time to get people to pay their fair share, et cetera. I'm intrigued that the senators don't have as much vigilance around other industries, whether it's big pharma, food companies addicting children to sugar and the like, but that doesn't let Facebook. >>No, it doesn't, but, but you ha you bring up a good point. You and I were chatting about this yesterday. What the whistleblower is identifying is scary. It's dangerous. And the vast majority, I think of its users, don't understand it. They're not aware of it. Um, and why is big tech being maybe singled out and use as an example here, when, to your point, you know, the addiction to sugar and other things are, uh, have very serious implications. Why is big tech being singled out here as the poster child for what's going wrong? >>Well, and they're comparing it to big tobacco, which is the last thing you want to be compared to as big tobacco. But the, but the, but the comparison is, is valid in that her claim, the whistleblower's claim was that Facebook had data and research that it knew, it knows it's hurting, you know, you know, young people. And so what did it do? It created, you know, Instagram for kids, uh, or it had 600,000. She had another really interesting comment or maybe one of the senators did. Facebook said, look, we scan our records and you know, kids lie. And we, uh, we kicked 600,000 kids off the network recently who were underaged. And the point was made if you have 600,000 people on your network that are underage, you have to go kill. That's a problem. Right? So now the flip side of this, again, trying to be balanced is Facebook shut down Donald Trump and his nonsense, uh, and basically took him off the platform. >>They kind of thwarted all the hunter Biden stuff, right. So, you know, they did do some, they did. It's not like they didn't take any actions. Uh, and now they're up, you know, in front of the senators getting hammered. But I think the Zuckerberg brings a lot of this on himself because he put out an Instagram he's on his yacht, he's drinking, he's having fun. It's like he doesn't care. And he, you know, who knows, he probably doesn't. She also made the point that he owns an inordinate percentage and controls an inordinate percentage of the stock, I think 52% or 53%. So he can kind of do what he wants. And I guess, you know, coming back to public policy, there's a lot of narrative of, I get the billionaires and I get that, you know, the Mo I'm all for billionaires paying more taxes. >>But if you look at the tax policies that's coming out of the house of representatives, it really doesn't hit the billionaires the way billionaires can. We kind of know the way that they protect their wealth is they don't sell and they take out low interest loans that aren't taxed. And so if you look at the tax policies that are coming out, they're really not going after the billionaires. It's a lot of rhetoric. I like to deal in facts. And so I think, I think there's, there's a lot of disingenuous discourse going on right now at the same time, you know, Facebook, they gotta, they gotta figure it out. They have to really do a better job and become more transparent, or they are going to get broken up. And I think that's a big risk to the, to their franchise and maybe Zuckerberg doesn't care. Maybe he just wants to give it a, give it to the government, say, Hey, are you guys are on? It >>Happens. What do you think would happen with Amazon, Google, apple, some of the other big giants. >>That's a really good question. And I think if you look at the history of the us government, in terms of ant anti monopolistic practices, it spent decade plus going after IBM, you know, at the end of the day and at the same thing with Microsoft at the end of the day, and those are pretty big, you know, high profiles. And then you look at, at T and T the breakup of at T and T if you take IBM, IBM and Microsoft, they were slowed down by the U S government. No question I've in particular had his hands shackled, but it was ultimately their own mistakes that caused their problems. IBM misunderstood. The PC market. It gave its monopoly to Intel and Microsoft, Microsoft for its part. You know, it was hugging windows. They tried to do the windows phone to try to jam windows into everything. >>And then, you know, open source came and, you know, the world woke up and said, oh, there's this internet that's built on Linux. You know, that kind of moderated by at T and T was broken up. And then they were the baby bells, and then they all got absorbed. And now you have, you know, all this big, giant telcos and cable companies. So the history of the U S government in terms of adjudicating monopolistic behavior has not been great at the same time. You know, if companies are breaking the law, they have to be held accountable. I think in the case of Amazon and Google and apple, they, a lot of lawyers and they'll fight it. You look at what China's doing. They just cut right to the chase and they say, don't go to the, they don't litigate. They just say, this is what we're doing. >>Big tech, you can't do a, B and C. We're going to fund a bunch of small startups to go compete. So that's an interesting model. I was talking to John Chambers about this and he said, you know, he was flat out that the Western way is the right way. And I believe in, you know, democracy and so forth. But I think if, to answer your question, I think they'll, they'll slow it down in courts. And I think at some point somebody's going to figure out a way to disrupt these big companies. They always do, you know, >>You're right. They always do >>Right. I mean, you know, the other thing John Chambers points out is that he used to be at 1 28, working for Wang. There is no guarantee that the past is prologue that because you succeeded in the past, you're going to succeed in the future. So, so that's kind of the Facebook break up big tech. I'd like to see a little bit more discussion around, you know, things like food companies and the, like >>You bring up a great point about that, that they're equally harmful in different ways. And yet they're not getting the visibility that a Facebook is getting. And maybe that's because of the number of users that it has worldwide and how many people depend on it for communication, especially in the last 18 months when it was one of the few channels we had to connect and engage >>Well. And, and the whistleblower's point, Facebook puts out this marketing narrative that, Hey, look at all this good we're doing in reality. They're all about the, the, the advertising profits. But you know, I'm not sure what laws they're breaking. They're a public company. They're, they're, they have a responsibility to shareholders. So that's, you know, to be continued. The other big news is, and the headline is banks challenge, apple pay over fees for transactions, right? In 2014, when apple came up with apple pay, all the banks lined up, oh, they had FOMO. They didn't want to miss out on this. So they signed up. Now. They don't like the fact that they have to pay apple fees. They don't like the fact that apple introduced its own credit card. They don't like the fact that they have to pay fees on monthly recurring charges on your, you know, your iTunes. >>And so we talked about this and we talk about it a lot on the cube is that, that in, in, in, in his book, seeing digital David, Michelle, or the author talked about Silicon valley broadly defined. So he's including Seattle, Microsoft, but more so Amazon, et cetera, has a dual disruption agenda. They're not only trying to disrupt horizontally the technology industry, but they're also disrupting industry. We talked about this yesterday, apple and finances. The example here, Amazon, who was a bookseller got into cloud and is in grocery and is doing content. And you're seeing these a large companies, traverse industry value chains, which have historically been very insulated right from that type of competition. And it's all because of digital and data. So it's a very, pretty fascinating trends going on. >>Well, from a financial services perspective, we've been seeing the unbundling of the banks for a while. You know, the big guys with B of A's, those folks are clearly concerned about the smaller, well, I'll say the smaller FinTech disruptors for one, but, but the non FinTech folks, the apples of the world, for example, who aren't in that industry who are now to your point, disrupting horizontally and now going after individual specific industries, ultimately I think as consumers we want, whatever is going to make our lives easier. Um, do you ever, ever, I always kind of scratch my nose when somebody doesn't take apple pay, I'm like, you don't take apple pay so easy. It's so easy to make this easy for me. >>Yeah. Yeah. So it's, it's going to be really interesting to see how this plays out. I, I do think, um, you know, it begs the question when will banks or Willbanks lose control of the payment systems. They seem to be doing that already with, with alternative forms of payment, uh, whether it's PayPal or Stripe or apple pay. And then crypto is, uh, with, with, with decentralized finance is a whole nother topic of disruption and innovation, >>Right? Well, these big legacy institutions, these organizations, and we've spoke with some of them yesterday, we're going to be speaking with some of them today. They need to be able to be agile, to transform. They have to have the right culture in order to do that. That's the big one. They have to be willing. I think an open to partner with the broader ecosystem to unlock more opportunities. If they want to be competitive and retain the trust of the clients that they've had for so long. >>I think every industry has a digital disruption scenario. We used to always use the, don't get Uber prized example Uber's coming on today, right? And, and there isn't an industry, whether it's manufacturing or retail or healthcare or, or government that isn't going to get disrupted by digital. And I think the unique piece of this is it's it's data, data, putting data at the core. That's what the big internet giants have done. That's what we're hearing. All these incumbents try to do is to put data. We heard this from Coca-Cola yesterday, we're putting data at the core of our company and what we're enabling through automation and other activities, uh, digital, you know, a company. And so, you know, can these, can these giants, these hundred plus year old giants compete? I think they can because they don't have to invent AI. They can work with companies like UI path and embed AI into their business and focused on, on what they do best. Now, of course, Google and Amazon and Facebook and Microsoft there may be going to have the best AI in the world. But I think ultimately all these companies are on a giant collision course, but the market is so huge that I think there's a lot of, >>There's a tremendous amount of opportunity. I think one of the things that was exciting about talking to one, the female CIO of Coca-Cola yesterday, a hundred plus old organization, and she came in with a very transformative, very different mindset. So when you see these, I always appreciate when I say legacy institutions like Coca-Cola or Merck who was on yesterday, blue cross blue shield who's on today, embracing change, cultural change going. We can't do things the way we used to do, because there are competitors in that review mirror who are smaller, they're more nimble, they're faster. They're going to be, they're going to take our customers away from us. We have to deliver this exceptional customer and employee experience. And Coca-Cola is a great example of one that really came in with CA brought in a disruptor in order to align digital with the CEO's thoughts and processes and organization. These are >>Highly capable companies. We heard from the head of finance at, at applied materials today. He was also coming on. I was quite, I mean, this is a applied materials is really strong company. They're talking about a 20 plus billion dollar company with $120 billion market cap. They supply semiconductor equipment and they're a critical component of the semiconductor supply chain. And we all know what's going on in semiconductors today with a huge shortage. So they're a really important company, but I was impressed with, uh, their finance leaders vision on how they're transforming the company. And it was not like, you know, 10 years out, these were not like aspirational goals. This is like 20, 19, 20, 22. Right. And, and really taking costs out of the business, driving new innovation. And, and it's, it was it's, it's refreshing to me Lisa, to see CFOs, you know, typically just bottom line finance focused on these industry transformations. Now, of course, at the end of the day, it's all about the bottom line, but they see technology as a way to get there. In fact, he put technology right in the middle of his stack. I want to ask him about that too. I actually want to challenge him a little bit on it because he had that big Hadoop elephant in the middle and this as an elephant in the room. And that picture, >>The strategy though, that applied materials had, it was very well thought out, but it was also to your point designed to create outcomes year upon year upon year. And I was looking at some of the notes. I took that in year one, alone, 274 automations in production. That's a lot, 150,000 in annual work hours automated 124 use cases they tackled in one year. >>So I want to, I want to poke at that a little bit too. And I, and I did yesterday with some guests. I feel like, well, let's see. So, um, I believe it was, uh, I forget what guests it was, but she said we don't put anything forward that doesn't hit the income statement. Do you remember that? Yes, it was Chevron because that was pushing her. I'm like, well, you're not firing people. Right. And we saw from IDC data today, only 13% of organizations are saying, or, or, or the organizations at 13% of the value was from reduction in force. And a lot of that was probably in plan anyway, and they just maybe accelerated it. So they're not getting rid of headcount, but they're counting hours saved. So that says to me, there's gotta be an normally or often CFOs say, well, it's that soft dollars because we're redeploying folks. But she said, no, it hits the income statement. So I don't, I want to push a little bit and see how they connect the dots, because if you're going to save hours, you're going to apply people to new work. And so either they're generating revenue or cutting costs somewhere. So, so there's another layer that I want to appeal to understand how that hits the income state. >>Let's talk about some of that IDC data. They announced a new white paper this morning sponsored by UI path. And I want to get your perspectives on some of the stats that they talked about. They were painting a positive picture, an optimistic picture. You know, we can't talk about automation without talking about the fear of job loss. They've been in a very optimistic picture for the actual gains over a few year period. What are your thoughts about that? Especially when we saw that stat 41% slowed hiring. >>Yeah. So, well, first of all, it's a sponsored study. So, you know, and of course the conferences, so it's going to be, be positive, but I will say this about IDC. IDC is a company I would put, you know, forest they're similar. They do sponsored research and they're credible. They don't, they, they have the answer to their audience, so they can't just out garbage. And so it has to be defensible. So I give them credit there that they won't just take whatever the vendor wants them to write and then write it. I've used to work there. And I, and I know the culture and there's a great deal of pride in being able to defend what you do. And if the answer doesn't come out, right, sorry, this is the answer. You know, you could pay a kill fee or I dunno how they handle it today. >>But, but, so my point is I think, and I know the people who did that study, many of them, and I think they're pretty credible. I, I thought by the way, you, to your 41% point. So the, the stat was 13% are gonna reduce head count, right? And then there were two in the middle and then 41% are gonna reduce or defer hiring in the future. And this to me, ties into the Erik Brynjolfsson and, and, and, uh, and, and McAfee work. Andy McAfee work from MIT who said, look, initially actually made back up. They said, look at machines, have always replaced humans. Historically this was in their book, the second machine age and what they said was, but for the first time in history, machines are replacing humans with cognitive functions. And this is sort of, we've never seen this before. It's okay. That's cool. >>And their, their research suggests that near term, this is going to be a negative economic impact, sorry, negative impact on jobs and salaries. And we've, we've generally seen this, the average salary, uh, up until recently has been flat in the United States for years and somewhere in the mid fifties. But longterm, their research shows that, and this is consistent. I think with IDC that it's going to help hiring, right? There's going to be a boost buddy, a net job creator. And there's a, there's a, there's a chasm you've got across, which is education training and skill skillsets, which Brynjolfsson and McAfee focused on things that humans can do that machines can't. And you have this long list and they revisited every year. Like they used to be robots. Couldn't walk upstairs. Well, you see robots upstairs all the time now, but it's empathy, it's creativity. It's things like that. >>Contact that humans are, are much better at than machines, uh, even, even negotiations. And, and so, so that's, those are skills. I don't know where you get those skills. Do you teach those and, you know, MBA class or, you know, there's these. So their point is there needs to be a new thought process around education, public policy, and the like, and, and look at it. You can't protect the past from the future, right? This is inevitable. And we've seen this in terms of economic activity around the world countries that try to protect, you know, a hundred percent employment and don't let competition, they tend to fall behind competitively. You know, the U S is, is not of that category. It's an open market. So I think this is inevitable. >>So a lot about upskilling yesterday, and the number of we talked with PWC about, for example, about what they're doing and a big focus on upscaling. And that was part of the IDC data that was shared this morning. For example, I'll share a stat. This was a survey of 518 people. 68% of upscaled workers had higher salaries than before. They also shared 57% of upskilled workers had higher roles and their enterprises then before. So some, again, two point it's a sponsored study, so it's going to be positive, but there, there was a lot of discussion of upskilling yesterday and the importance on that education, because to your point, we can't have one without the other. You can't give these people access to these tools and not educate them on how to use it and help them help themselves become more relevant to the organization. Get rid of the mundane tasks and be able to start focusing on more strategic business outcome, impacting processes. >>We talked yesterday about, um, I use the example of, of SAP. You, you couldn't have predicted SAP would have won the ERP wars in the early to mid 1990s, but if you could have figured out who was going to apply ERP to their businesses, you know what, you know, manufacturing companies and these global firms, you could have made a lot of money in the stock market by, by identifying those that were going to do that. And we used to say the same thing about big data, and the reason I'm bringing all this up is, you know, the conversations with PWC, Deloitte and others. This is a huge automation, a huge services opportunity. Now, I think the difference between this and the big data era, which is really driven by Hadoop is it was big data was so complicated and you had a lack of data scientists. >>So you had to hire these services firms to come in and fill those gaps. I think this is an enormous services opportunity with automation, but it's not because the software is hard to get to work. It's all around the organizational processes, rethinking those as people process technology, it's about the people in the process, whereas Hadoop and the big data era, it was all about the tech and they would celebrate, Hey, this stuff works great. There are very few companies really made it through that knothole to dominate as we've seen with the big internet giants. So you're seeing all these big services companies playing in this market because as I often say, they like to eat at the trough. I know it's kind of a pejorative, but it's true. So it's huge, huge market, but I'm more optimistic about the outcomes for a broader audience with automation than I was with, you know, big data slash Hadoop, because I think the software as much, as much more adoptable, easier to use, and you've got the cloud and it's just a whole different ball game. >>That's certainly what we heard yesterday from Chevron about the ease of use and that you should be able to see results and returns very quickly. And that's something too that UI path talks about. And a lot of their marketing materials, they have a 96, 90 7% retention rate. They've done a great job building their existing customers land and expand as we talked about yesterday, a great use case for that, but they've done so by making things easy, but hearing that articulated through the voice of their customers, fantastic validation. >>So, you know, the cube is like a little, it's like a interesting tip of the spirits, like a probe. And I will tell you when I, when we first started doing the cube and the early part of the last decade, there were three companies that stood out. It was Splunk service now and Tableau. And the reason they stood out is because they were able to get customers to talk about how great they were. And the light bulb went off for us. We were like, wow, these are three companies to watch. You know, I would tell all my wall street friends, Hey, watch these companies. Yeah. And now you see, you know, with Frank Slootman at snowflake, the war, the cat's out of the bag, everybody knows it's there. And they're expecting, you know, great things. The stock is so priced to perfection. You could argue, it's overpriced. >>The reason I'm bringing this up is in terms of customer loyalty and affinity and customer love. You're getting it here. Absolutely this ecosystem. And the reason I bring that up is because there's a lot of questions in the, in the event last night, it was walking around. I saw a couple of wall street guys who came up to me and said, Hey, I read your stuff. It was good. Let's, let's chat. And there's a lot of skepticism on, on wall street right now about this company. Right? And to me, that's, that's good news for you. Investors who want to do some research, because the words may be not out. You know, they, they, they gotta prove themselves here. And to me, the proof is in the customer and the lifetime value of that customer. So, you know, again, we don't give stock advice. We, we kind of give fundamental observations, but this stock, I think it's trading just about 50. >>Now. I don't think it's going to go to 30, unless the market just tanks. It could have some, you know, if that happens, okay, everything will go down. But I actually think, even though this is a richly priced stock, I think the future of this company is very bright. Obviously, if they continue to execute and we're going to hear from the CEO, right? People don't know Daniel, Denise, right? They're like, who is this guy? You know, he started this company and he's from Eastern Europe. And we know he's never have run a public company before, so they're not diving all in, you know? And so that to me is something that really pay attention to, >>And we can unpack that with him later today. And we've got some great customers on the program. You mentioned Uber's here. Spotify is here, applied materials. I feel like I'm announcing something on Saturday night. Live Uber's here. Spotify is here. All right, Dave, looking forward to a great action packed today. We're going to dig more into this and let's get going. Shall we let's do it. All right. For David Dante, I'm Lisa Martin. This is the cube live in Las Vegas. At the Bellagio. We are coming to you presenting UI path forward for come back right away. Our first guest comes up in just a second.

(upbeat music) >> theCUBE's back on day three here in Cloud City Mobile World Congress. This is where all the action is, and this is theCUBE set. I'm John Furrier with Dave Vellante. We're here with DR, Danielle Royston, who is the CEO of TelcoDR, as well as the CEO of Totogi. Great to see you again. >> Hey. >> Hey, how are you guys? >> Good. >> Great time, great boat last night, good industry executives. A lot of intimate high player, big players here in the industry, even though not a lot of attendance, but the right people are here and events are back. >> Yeah. Yeah. I think, MWC was the first event to cancel with COVID in February, end of February 2020. So first big event to come back. It's such a nice symmetry. Yeah. Typically you have big delegations, hundreds of people from the big groups coming to the show. We're seeing the executives are coming, smaller delegations, but they're all in the booth and that we're having great conversations and it's awesome. >> Yeah, and the thing I will say is that theCUBE's back too. We'd like them to be, be in here in the action, because one of the things that's happened with this hybrid events is that people are watching. And so there's a virtual space and the physical space and Cloud City has built out paradise. It's beautiful and spectacular behind us. If you look around, for the people who can't see, it's really made for the combination of on-site and virtual experience, the content, the people, Bon Jovi last night, it's just the top of Mobile World Congress and it's translating to the industry. This has been amazing. So congratulations. >> Thank you so much. >> Well. I got to say, you have a lot to say as we all know. >> Danielle: Yeah. >> But I think it was easy for the big guys. >> Danielle: Can't shut me up. (laughing) >> That's why we love you in theCUBE. But I think it was easy for the big guys to tap out and say, hey, we can save a bunch more money. >> Danielle: Yeah. >> We don't really have much to talk about. We're going to talk about it again. Hey, let's talk about 5G. >> Yeah, yeah, exactly. >> 5G's coming. >> It's the revolution. >> And I told you about 5G though. >> Whereas the narrative here is all about the future. And it's not about the future of blah blah blah, it's about the future of, this is the journey that we're taking and here's where it's starting and with the meat in the bone. >> Yeah. And I think what's really interesting about Cloud City is the fact that we've brought these different players together that are all focused, as you said, on the future. And I'm starting to see these connections where they're collaborating. Vendors that didn't know each other probably would never have partnered before. Totally different areas. I'm hearing the conversation in the booth about like, hey, I talked to P1 security, or I went and talked to LMX and we're putting deals together 'cause we're complimentary. And it's amazing and so that's really good. >> And the integration partnership, heard that from Google yesterday on our news exclusive break in there. They see integration and they're talking about Android, with what Android did for mobile. They're seeing a whole new software paradigm coming into telco. Its partnership, its ecosystem and open. These are new kind of dynamics. >> And I think for you guys, when you say integration and open, I think those things are really paired and they're important. A lot of times Telco people will hear integration, and they'll think customization. Coding it up and customizing it so that they talk to each other. But I think the open part of that is really important where we're connecting via APIs. And I think that's bringing the hyperscalers. That's what they do. They provide these systems and the software that's all API based and you can use it very quickly and you can unravel it if you need to. And it's that feature velocity, we talked about a couple days ago. >> And automation is the underpinning. >> Yeah, yeah. >> I mean, that's really the theme, right? >> Right. >> It's not like a one-off hardcore custom integration that's going to be frozen. >> One time to upgrade it every 18 months or whatever it is. Yeah, it's a life. >> Dave: How about Musk yesterday? >> John: I mean, he's always a crowd pleaser. First of all, my kids love him. He's crazy. >> Who doesn't love Elon Musk? >> I mean, he is amazing. He's a builder and he takes no prisoners. He's just, you know what, my goal was not to go bankrupt. That's what he said a couple of years ago. >> Dave: Which was brilliant because everybody's gone bankrupt in that business and he's just close it off. >> And he's just like, look, we're here, we're just going to chip away at it and we're just going to keep striving, not making up excuses. He takes the failures. He takes the phase plans. He gets back up and he keeps going. He's focused on building. >> He's focused on one thing. He's not focused on everything. He's focused on getting to Mars. And I think that's what I like to compare myself to Elon Musk. Not that I'm building rockets or getting to Mars, but that the hard problem that I'm solving is getting Telco to the public cloud and that's going to take a decade. It might have been accelerated because of COVID, it might've taken 20 years and now it might take 10. But you look at what he does, and that guy, he has haters on Twitter that are pew- pew. Always like, throw in their bars, but he's like, I got my rocket company. I got my communication and space company. We're going to need the bore holes, the Boring Company. I need batteries, I got my Tesla company. And so this guy focuses. >> He's got some haters, but he's got a lot more lovers on his other side because people might not know this, but he fired the entire PR department because he's like, I don't need PR. I'm just going to go do my own, his own PR. >> Obviously, the crypto stuff's always fun. Doge coins, always a laugh. >> Danielle: I think he just plays around with that. >> And it's just more of like playing. >> Yeah, that's a watch this. >> He just likes to see what he can do. >> Doge coins app. That Saturday Night Live was an interesting thing he did, but I think he illustrates the point of a new generation. And I think my young kids, not young, they're in their twenties now. They look at him and they say, that's aspirational because he's building and he's focused on that one thing. And again, the growth that you mentioned Telco to the cloud, getting back to that is that, I want to ask you this growth question. It used to be like, okay, growth was there, people expanded cell towers, networks were networks. Now it seems that the growth of Telco, with Telco is going into, with the edge and all the open-RAN stuff, which means we need more infrastructure. >> Danielle: Yeah. >> We need more stuff. There's more needed and there's growth behind them. What's your reaction? >> I think we need more software. Software eats the world. And it's, I mean, there's a lot of hardware to chomp in Telco and it's just going to keep eating it and that's just going to accelerate. I think that's where Telco needs to start to build that muscle. They don't have great software capability. They don't have public cloud building capability. And so that's a big up-skilling. That's a new hiring. And I think it's an executive conversation. It's not just an IT thing or just a marketing thing or networking thing. >> I got to chime in here for a second because there are a lot of parallels with how the data center transition has occurred. And what's happening here. We talk about all the time. It was a mainframe, et cetera. There are parallels. >> Danielle: Yeah, yeah. >> And what happened when the data center went to software-defined a whole bunch of hardware was allocated to run all the software-defined stuff. It wasn't built for that. >> Danielle: Yeah. >> But the cloud, what you guys are doing with Totogi and taking advantage of AWS's is Nitro and Graviton. That's built to be software-defined. >> Correct. >> And so the Telcos are going to go through the same thing. If they just virtualize, they're going to say, oh wow, we're wasting 30% of our power, our compute power on just supporting all this software-defined stuff, because it wasn't built for that, but the cloud is built for that. >> Danielle: Yeah. >> And that is going to be a huge difference. >> And I keep trying to make this distinction. And I think people in Telco still don't get this about the public cloud. They think of it as a place. It's a place to run a workload. And that tells me, they think of it as infrastructure. They think of it as servers still like, well, I'm going to run into my closet or AWS's closet. I'm like, and I was just having a conversation about this with this senior person from GSMA. I'm like, it's actually about the software that's there. It's about the databases they're building and the analytics and the AI and the ML but they let you buy by the minutes or by the API call. And that is my, like you need to think about that because it's mind-blowing. It's a totally different way to think. >> And you're totally right. I'm just going to, again, give you props on this. I've had many one-on-one with Andy Jassy for the past seven years for exclusives, but over the years it's been consistent. Each platform lifting and shift wasn't the end game. Okay. Replatforming in the cloud, certainly a great advantage, a great starting point. It was the refactoring. And that's why you see Amazon Web Services, for instance, keep adding more services 'cause that's the model. >> Danielle: Yeah. >> They keep offering more goodness so that the businesses could refactor, not just replatform. >> Danielle: Yeah. >> And that's what you're getting at. I think with the AI and machine learning, where you start getting into these new use cases, but why I couldn't do that before. >> Danielle: Right, right. >> This is going to be a huge game changer. >> Well, Forrest Brazeal. A great guy, a cloud guru wrote a great blog called a lift-and-shift is a ticking time bomb. And it's a great start to get your stuff over there. It forces your team to start to interact with like an AWS or GCP in a real way. Like now they, they got to use it. You take it away and I'm like, but once you move it, you got to re-factor. You got to rewrite. And then that's why it's a ticking time bomb. You got to get, move it over and get going. >> Danielle Royston, DR, Digital Revolution of you are one. You got it here, Telco DR. And this has been a great experience for theCUBE, as we get back to business with real life events and virtual. For the folks who couldn't make it here, Barcelona is still a great city. Obviously a great place to come and the events will be back. They'll be hybrid. They'll be different. Certainly, theCUBE will wait double them down, but, we've got a great video. I want to share for the group, the Barcelona and Cloud City. This is a montage of what it's like here and a little experiential video. So take it away and run that video. (upbeat techno music) >> Hi, I'm Katie Goldfinch, here in Barcelona for an action packed Day Two at TelcoDR's Cloud City. This morning, the focus was firmly on DR. and her MWC keynote, which told Telco execs in no uncertain terms that now is the time to act on embracing public cloud. Back in Cloud City content ruled the day with both theCUBE and Cloud City live stages, hosting public cloud, thought-leaders covering a wide range of topics to educate and inspire attendees. And in the beautiful space of Cloud City, the excitement grew throughout the day as we streamed MWC's exclusive keynotes from Elon Musk and preparations got underway for tonight's star performer, Jon Bon Jovi. (upbeat techno music) Wow! What an amazing day from groundbreaking keynotes into space and back to a star studded performance. Don't forget, you can catch up on anything you missed and join us for the rest of the week at cloudcity.telcodr.com or following #cloudcity. (upbeat techno music) >> Okay, we're back. That was great look at what's going on here in Cloud City. This next video, DR, you're going to love this. Your keynote highlights and some Bon Jovi highlights, which by the way, was the most epic thing. People were packed. >> Dave: It was exciting. >> Place was packed. It had the security clicking people, counting all the people, people are standing back. All the people from their booths are all coming in to watch. >> Dave: He was pumped. >> Let's take a look at this awesome highlight video from yesterday. (upbeat techno music) (upbeat techno music) >> Okay, we're back at theCUBE. Dave, that was a highlight reel yesterday. DR has got some action on stage, great messaging, revolution, digital revolution. >> You know your comment about how you think like Elon Musk. That's an inspiration from it. I mean, what a lot of people don't know is when you look at autonomous vehicles, remember you're driving down Palo Alto, you see one of those lidar things. He's doing away with lidars, it's too expensive. It's $7,000. He's taking it with cheap cameras and software down to a couple of hundred bucks per vehicle. >> Danielle: Wow. >> That's the way he thinks. And you're doing the same thing to Telco. >> Danielle: I am. I am I'm trying to change Telco. I mean, he's changing the world. He might be one of the most important humans on Earth right now. I don't think I'm exactly that level, but I'm trying to become a really important person in Telco. We have this great message. I think it's going to help Telcos to get better businesses. And I think it's a great idea. >> For the folks out there watching, what is that big change? If you're going to drive down this Cloud City street, main street of Cloud City and just all about Cloud. Because public clouds here, it's going to become hybrid, dynamics, operating models are changing. What is the key message that you'd like to send? >> I think all of the software in Telco needs to be rewritten. And that's how many millions of lines of code is that? And it's going to be shrunk down and put out on public cloud and rewritten using the software Legos of the public cloud. That is a big undertaking. No one's working on it. I'm working on it. I'm doing it. Let's go do it. >> Let's do it. And if you look out a couple of years, what would be a successful, what does checkmate look like in this chess game? >> I'm winning? #winning >> You're opening move is pretty good as we say in chess. >> I mean, I think it, it takes, again, it takes singular focus like Elon Musk on Mars. Someone needs to singularly focus on getting the public cloud and you can't sit there and protect your old business models, your CR revenue, if you're Amdocs. Give that up. When they start to give up their CR revenue to focus on public cloud, then they'll be, okay, there's a worthy adversary out there really focusing on it. >> I mean the late Clayton Christensen had all the same things. Innovator's dilemma. You get stuck here, what do you do? >> Danielle: What do you do? >> You kill your own, you eat your own to bring in the new, I mean, all these things are going on. This is a huge test. >> And to be willing to burn some boats. >> I think it's transparency, simplicity, and the consumer saying, hey, this is a great experience. That's the Tel sign. >> Danielle: Yeah. >> And that's what we're going to see over this next decade. >> Plus consumers love their Telco. I can't wait for that. I want to love my Telco. >> Dave: Like you love Netflix. >> Yes, exactly. >> DR, we love you because you've got a bold vision. You're putting it out there and you're driving it. You're walking the talk. Congratulations. And again, Cloud City's a home run. >> Awesome. >> Great success. Thanks for having theCUBE. >> Thank you guys. As always super fun. Great day. >> Okay. >> CUBE's coverage here. And remember, we're here getting all the action and it's all going to go online after a synchronous consumption. But right now, it's all about Mobile World Congress and Cloud City. This is the action. And of course, Adam in Cloud City Studio is waiting for us and he's going to take it from here.

>>Back cubes back on day three here in cloud city, global world Congress. This is where all the action is. And this is the cube set. I'm John. We're here with Dr., who is the CEO of telco VR, as well as the CEO of Tacoma. Great to see you again. Hey, Hey, how are you guys? Good, great time. Great boat last night. Good industry executives. A lot of intimate high player players here in the industry, even though not a lot of attendance, but the right people are here and events are back. >>Yeah. Yeah. I think, um, you know, MWC was the first event to cancel with COVID in, uh, February of 20 end of February, 2020. So first big event to come back. It's such a nice symmetry. Um, yeah, typically you have big delegations, hundreds of people from the big groups coming to the show, we're seeing the executives are coming smaller delegations, but they're all in the booth and that we're having great conversations and it's awesome. >>Yeah. And the thing I will say is that the cubes back to we'd like them to be fee in here in the action. He says, one of the things that's happened with this hybrid events is that people are watching. And so there's a virtual space and the physical space and cloud city has built out paradise. It's beautiful and spectacular behind this. Look, you look around for the people who can't see, it's really made for the combination of onsite and virtual experience, the content, the people Bon Jovi last night, just, it's just the top of mobile world Congress. And it's translating to the industry. This has been amazing. So congratulations. Well, >>I think I got to say you have a lot to say as we all know. Yeah. But I think it was easy for the big guys. That's why we love you in the queue, but I think it was easy for the big guys to tap out and say, Hey, we can save a bunch more money. We don't really have much to talk about. Right. We're going to talk about again, let's talk about 5g revolution. Whereas, whereas the narrative here is all about the future and it's not about the future of blah, blah, blah. It's about the future. You know, this is the journey that we're taking and here's where it starting and with leaving the boat. >>Yeah. And I think what's really interesting about cloud city is the fact that we've brought these different players together that are all focused, as you said, on the, on the future. And I'm starting to see these connections where they're collaborating right vendors that didn't know each other probably would never have partnered before. Totally different areas. I'm hearing the conversation in the booth about like, Hey, I talked to Pete when security or I went and talked to, you know, LMX and we're putting deals together because we're complimentary and it's amazing. >>And integration partnership heard that from Google yesterday on our, our news exclusive break in there, they see integration. And they're talking about Android with Android, for mobile. They're seeing a whole new software paradigm coming into telephones it's partnership ecosystem and open. These are new kind of dynamics >>For you guys. When you say integration and open, I think those things are really paired and they're important. A lot of times telco people will hear integration, I'll think customization, right? Coding it up and customizing it so that they talk to each other. But I think the open part of that is really important where we're connecting via API APIs. And I think that's bringing in the hyperscalers, that's what they do. Right? They provide these systems and the software, it's all API base and you can use it very quickly and you can unravel it if you need to. It's feature velocity that we talked about a couple of days and automation >>Is the underpinning. I mean, that's really the theme, right? It's not like a one-off hardcore custom integration. That's gonna be, I have >>To upgrade every 18 months or whatever it is. Yeah. It's, it's alive. Yeah. >>How about Musk yesterday? I mean, he's always a crowd pleaser. First of all, my kids love him. He's crazy. >>I mean, he is amazing. >>He's he's, he's a builder. He takes no prisoners. He's just, you know what? My goal was not to go bankrupt. That's what he said a couple of years ago, which >>Was brilliant because everybody's gone bankrupt in that business. And he's just, you know, and he's just like, look it, we're here to >>Just want to chip away at it. And we're just going to keep striving, not making up excuses. He takes the failures, he takes the face plant. He gets back up and he keeps going. He's focused on buildings, >>Some one thing, right? He's not focused on everything. He's focused on getting to Mars. And I think that's what I like to compare myself to Elon Musk, right? Not that I'm building rockets or getting to Mars, but that the hard problem that I'm solving is getting telco to the public cloud. And that's going to take a decade. It might've been accelerated because of COVID, it might've taken 20 years and now it might take 10, but you look at what he does and that guy, he has, he has haters on Twitter there. Pew, pew always like throwing their bars, but he's like, I got, I got my rocket company. I got my, you know, communication and space company. We're going to need the bore holes, the boring company. I need batteries. I got my Tesla company. And so this guy focuses. He's got >>Some haters, but he's got a lot more lovers on his other side because people might not know this, but he fires entire PR department because he's like, I don't need PR. I'm just going to go do my own, his own PR actually the crypto, stuff's always fun. Goats, coins, >>Always a laugh. >>And it's just more of like playing watch this. >>I said, I live was interesting thing he did, but I think he illustrates the point of a new generation. And I think my young kids, not young, they're in their twenties. Now they look at him and they say, that's aspirational because he's building and he's not, he's focused on that one thing. And again, the growth that you mentioned telco to the cloud, thinking back to that, I want to ask you this growth question. It used to be like, okay, growth was there, people expand itself? Howard's networks were networks. Now it seems like the growth of telco for telco is going into what's the edge and all the open ranch stuff, which means that we need more infrastructure. Yeah. We need more stuff. There's more and more needed and there's grow. Find them. >>What's your, what's your, I think we need more software. Right. Software eats the world. Right. And it's, I mean, there was a lot of hardware to Trump in telco and it's just gonna keep eating it. Um, and that's just gonna accelerate. I think that's where tacos needs to start to build that muscle. They don't have great software capability. They don't have public cloud building capability. And so that's a big upskilling. That's a new hiring. And I think it's a, it's an executive conversation. It's not just an it thing or just a marketing thing. I got to chime >>In here for a second because there are a lot of parallels with how the data center transition has occurred. And what's happening here. We talk about all the time. It was a mainframe, et cetera. There are parallels. Yeah. And what happened when the data center went to software defined a whole bunch of hardware was allocated to run all the software defined stuff. It wasn't built for that. But the cloud, what you guys are doing with Togi and taken advantage of AWS is nitro and graviton. That's built to two V software defined. Correct. And so the telcos are going to go through the same thing. If they just virtualized, they're going to say, oh wow, we're wasting 30% of our power, our compute power on just supporting all this software defined stuff, because it wasn't built for that. But the cloud is built for that. And that is going to be a huge >>Difference. And I keep trying to make this distinction. And I think people in telcos still don't get this about the public cloud. They think of it as a place. It's a place to run a workload. And that tells me, they think of it as infrastructure. I think of it as servers still like, well, I'm going to run it in my closet. Or AWS has closet. I'm like, I was just having a conversation about this with a senior person from DSMA. I'm like, it's actually about the software. That's there. It's about the databases they're building and the analytics and the AI and ML that they let you buy by the minutes by the API call. And that is my, like, you need to think about that. Cause it's mindblowing, it's a totally different way. And you're >>Totally right. And just spend it again, give you props on this. I've had many one on with Andy gesture the past seven years, not for exclusives, but over the years it's been consistent. Each platform lifting and shift. Wasn't the end game. Okay. Replatforming in the cloud. Certainly a great advantage, a great starting point. It was the refactoring. And that's why you see Amazon web services. For instance, keep adding more services because that's the model. They keep offering more goodness so that the businesses could refactor, not just replatform. Yeah. And that's what you're getting. I think with the AI and machine learning where you start getting into these new use cases, but why couldn't do that before? Right? Right. This is going to be a huge >>Game changer. Forest Brazil, right? A great guy. A cloud guru wrote a great blog called a lift and shift is a ticking time bomb. And it's a great start to get your stuff over there. It forces your team to start to interact with like an AWS or GCP in a real way. Like now they, they gotta use it. You take it away. And I'm like, but once you move it, you got to read factor. You got to rewrite. And then that's why it's a ticking time bomb. You got to get, move it over and get you're going >>To rush him. Dr. Digital revolution of you are one. You got it here, tells the VR. And this has been a great experience for the cube. As we get back to business with real life events and virtual, the folks who couldn't make it here, Barcelona is still a great city, obviously a great place to come and events. We'll be back. There'll be hybrid. There'll be different. Certainly the queue we'll wait doubling down, but, but we've got a great video. I want to share with the group, the Barcelona and cloud city. This is a montage of what it's like here and a little experiential video. So they get away and run that video. >>Hi, I'm Katie Goldfinch here in Barcelona for an action packed day two at telco DER's cloud setting this morning, the focus was firmly on Dr. And her MWC keynote, which told telco exactly in no uncertain terms that now is the time to act on embracing public clouds back in cloud city content ruled the day with both the cube and cloud city life stages, hosting public cloud, thought-leaders covering a wide range of topics to educate and inspire attendees and in the beautiful space of cloud city, the excitement grew throughout the day. As we streamed MW cities, exclusive keynotes from Elon Musk and preparations got underway for tonight. Star performer, Jon Bon Jovi. Wow. What an amazing day from groundbreaking keynotes into space and back to a star studded performance. Don't forget. You can catch up on anything you missed and join us for the rest of the week@cloudcitydottelcor.com or following hashtag cloud Ceci. >>Yeah, that was a great look at what's going on here in cloud city. This next video, Dr. You're going to love this. Your keynote highlights and some Bon Jovi highlights, which by the way, was the most epic thing people were packed. It was excited. It was packed. It had the security flicking, peoples counting. All the people, people are standing back. All the people from their booths are all coming in to watch. He was pumped. Let's take a look at this awesome highlight video from yesterday isolation. >>Dave, that was a highlight reel yesterday. Um, VR has got some action on stage, great messaging, um, revolution, digital revolution. >>You know your comment about how you think like Elon Musk, that's an inspiration from it. I mean, what a lot of people don't know is when you look at autonomous vehicles, remember you're driving down Palo Alto, you see one of those LIDAR things he's doing away with lidars too expensive. It's $7,000. He's taken it with cheap cameras and software down to a couple hundred bucks per vehicle. That's the way he thinks. And you're doing the same thing to telco. >>I am, I am. I'm trying to change ELCA, right? I mean, he's changing the world. He might be one of the most important humans on earth right now. I don't think I'm exactly that level, but I'm trying to become a really important person to taco. We had this great message. I think it's going to help tacos get better businesses. And I think it's a great idea. >>The folks out there watching, what is that big change you're going to drive down this cloud city street, main street of cloud city and just all about cloud. Because public clouds here, it's going to become hybrid dynamics, operating models, and changing. What is the key message that you'd like to send me? >>I think all of the software in telco needs to be written. And that's how many millions of lines of code is that. And it's going to shrunk down and put out on the public cloud and rewritten using the software Legos of the public cloud. That is a big undertaking. No, one's working on it. I'm working on it. I'm doing it. >>Let's go do it. Let's do it. If you look out a couple of years, what would be a successful? What does checkmate look like in this >>I'm winning hashtag. I mean, I think it takes, again, it takes singular focus like Elon Musk on Mars. So when these to singularly focused on getting to the public cloud and you can't sit there and protect your old business models, your, you know, uh, CR revenue, if you're Amdocs, right? Give that up. When they start to give up their CR revenue to focus on public cloud, then they'll be okay. There's there's a worthy adversary out there really. >>I mean the late clay Christianson had all the same things. Innovator's dilemma. You just get stuck here. What do you do? You kill your own debris. You eat your own to bring in the new, I mean, all these things are going on and this is, this is a huge test. >>Have to be willing to burn some boats. >>I think it's transparency, simplicity, and the consumer saying, Hey, this is a great experience. That's the thing. Yeah. Right. And that's what we're going to see. Consumers >>Love their telco. I can't wait for that. I want to love my Netflix. Yes, exactly. >>We'd love you because you've got a bold vision. You putting it out there and you're driving it. You're walking the talk. Congratulations. And again, cloud cities, a home run. Great success. Thanks for >>Having me. It's always super fun. >>Okay. Cubes coverage here. And remember we're here getting all the action and it's all going to go online after the synchronous consumption. But right now it's all about mobile world Congress and cloud city. This is the action. And of course, Adam in cloud city studio was waiting for us and you're going to take it from here.

(upbeat music) >> Okay, thanks Adam in the studio. We're here on the floor in Cloud City, right in the middle of all the action. The keynotes are going on in the background, it's a packed house. I'm John Furrier. Dave Vellante is on assignment, digging in, getting those stories. He'll have the analysis, he'll be back on theCUBE but I want to welcome Chloe Richardson, who has been holding down the main stage here in Cloud City, with amazing content that she's been hosting. Chloe, great to see you. Thanks for coming on theCUBE and kicking it up day two with me. >> No, not at all. Thank you for having me. It's very exciting. I love what you guys have got over here, very fun. >> We're inside theCUBE. This is where all the action is. And also the Cloud City is really changing the game. If you look at what's going on here in Cloud City, it's pretty spectacular. >> Know, I mean the atmosphere is absolutely palpable, isn't it? You can just feel as people walk in and see what the future looks like to the Telecoms industry, it's very exciting. >> And you've been doing a great job on the main stage. We've been really loving your content. Let's get into some of the content here. Actually the keynote is going on, we're going to have DR, maybe fly by the set later, we're going to check that up. But let's check out this videotape of, this is TelcoDR. You got to check out this reel and we'll be right back, we'll talk about it. (upbeat music) >> TelcoDR burst onto the global telecom scene this year, making headlines for taking over the huge Erickson's space at MWC21. And for building Cloud City in just a hundred days. But why did the company go to such trouble? And what is the unique offering to the telecoms industry? And what drives their dynamic CEO, Danielle Royston or DR as everyone calls her? Cloud City Live caught up with DR, away from the hustle and bustle of the city to find out. (upbeat music) >> Hi, I'm Danielle Royston, coming to you from beautiful Barcelona. I'm here for MWC21. About a hundred days ago, I decided to take over the iconic Erickson booth to turn it into Cloud City. Cloud City has over 30 vendors and 70 demos to introduce telco to what I think is the future for our industry. We're going to have three awesome experiences. We're going to talk about the new subscriber experience, we're going to talk about what's in store for the new network and the future of work. I'm really excited to create a community and invite awesome telco executives to see this new future. It's been a really tough 18 months, and we didn't know what MWC21 was going to be like in terms of attendance. And so from the get go we plan this amazing experience that we call, Cloud City Live. At Cloud City Live, we have two main components. We have the speaker series where we have over 50 speakers from Amazon, Google, Microsoft, as well as CSPs and awesome vendors talking about the public cloud in telco. The second part of Cloud City Live, is theCUBE. Think of this as like an ESPN desk of awesome tech interviews focused on telco and the public cloud hosted by John Furrier and Dave Vellante. Dave and John are going to talk to a variety of guests, focused on telco and the public cloud. It's a great way for our virtual participants to feel like they're at the show, experiencing what's going on here. So excited to have them as part of the Cloud City booth. There's a ton of innovation going on in telco. And 20 years ago, Elon Musk set on his mission to Mars. I, like Elon Musk, I'm on a quest to take telco to the public cloud. Every year at MWC, there's always a flurry of announcements and this year is no different. At this year's MWC, Totogi, a startup that I invested a hundred million dollars in, will be launching. Totogi is introducing two products to the market, this week at MWC. The first is a planetary scale charger. More than a charger, it's an engagement coupling dual network data with charging information to drive subscriber engagement and doubling your ARPU. The second product that Totogi is introducing, is a planetary scale BSS system built on top of the TM forum, open APIs. Both of these products will be available for viewing in the virtual booth, as well as on the show for. The public cloud is an unstoppable mega trend that's coming to telco. I'm super excited to bring to you, the vendors, the products, the demonstrations, and the speakers, both to people here in Barcelona and virtually around the world. (upbeat music) >> Well, that was a fascinating insight into the origins of TelcoDR, why public cloud is going to truly disrupt the telecoms industry and why DR herself is so passionate about it. If you'd like to find out more, come and see us at Cloud City. (upbeat music) >> Okay, thanks. Just roll on that reel. Chloe, I mean, look at that reel. I mean, DR, Danielle Royston, she's a star and I've seen a lot of power players in the industry. She's got guts and determination, and she's got a vision and she's not just, you know, making noise about telco and cloud, there's actually a lot of real good vision there. I mean, it's just so impressive. >> No, really isn't. And for me, it's almost like the next moonshot. It's the moonshot of the telco world. She's innovative, she's exciting and if we've learned anything over the last 18 months is that we need to in this industry to grow and for the future of the industry. So, it's so exciting. I think she's a real inspiration. >> And I love the fact that she's so, takes a tiger by the tail, because the telco industry is being disrupted. She's just driving the bus here and I remember I did a story on Teresa Carlson, who was with Amazon web services, she was running the public sector and she was doing the same exact thing in that public sector world in DC and around the world. She opened up regions in Bahrain, which as a woman, that was an amazing accomplishment. And she wasn't just a woman, she was just a power player. And she was exceptional leader. I see DR doing the same thing and people aren't going to like that, I'll tell you right now. People are going to be like, whoa, what's going on here? >> And of course, it's always the way we pioneers though, isn't it? At the time people thinking what's going, we don't like change, why are we being shaken up. But actually afterwards, in retrospect, they think, oh, okay, I see why that happened and we needed it. So really exciting stuff. >> Making things happen, that's what we're doing here in theCUBE. Obviously the main stage's doing a great job. Let's go check out this highlight reel. If you're watching and you miss some of the action, this is, I'll see the physical event back since 2019 in February, but there's also a Hybrid event. A lot of virtual action going on. So you got theCUBE virtual, you got a lot of content on virtual sites, but in person here, we're going to go show you a highlight reel from what we did yesterday, what was happening around the show? Enjoy this quick highlight reel from yesterday. (upbeat music) (upbeat music) (upbeat music) Okay. We're back here in theCUBE. We're the main floor out here with Chloe Richardson, who is emceeing, hosting and driving the content on the Cloud City main stage. Chloe, it's been great here. I mean, so far day one, I was watching your presentations and inspire site chats you've been hosting. Awesome content. I mean, people are like jazzed up. >> Yeah, I know for sure. We had Scott Brighton on yesterday, who was our opening keynote on the live stage. And his session was all about the future of work, which is so relevant and so pertinent to now. And he talked about the way it's changing and in 10 years it's going to be a trillion dollar industry to be in the cloud at work. So really interesting. I mean, yeah, the atmosphere here is great, everyone's excited, there's new content everyday. And that's the thing, it's not stale content. It's stuff that people want to hear. People are here for the new hot trends, the new hot topics. Really exciting. >> Yeah, the next big thing. And also it's a fiscal event. So since 2019, this Mobile World Congress has been a massive event and hasn't happened since February, 2019. That's a lot of time that's elapsed in the industry cause of COVID and people are glad to be here, but a lot of stuff's changed. >> Yeah, it's a different world, right? I mean, two years in the telco industry is like a hundred years elsewhere. Everything has changed, digital transformation migration, obviously cloud, which is what we're talking about over here at Cloud City Live. I'm wondering though John, I'd like to pick your brains on something. >> Sure. >> It has changed in the last two years, we know that, but what about the future of Mobile World Congress? How do you see it changing in the next few years? >> Oh man, that's a great question. I mean, my observation, I've been coming to the show for a very long time, over a decade and a half, and it's been a nerdy show about networks and telecom, which is basically radios and wireless and then mobile. It's very global, a lot of networks, but now it's evolving and many people are saying, and we were talking on theCUBE yesterday, Dave Vellante was commenting that this show is turning into a consumer like show. So CES is the big consumer electronics show in the US, in Las Vegas every year. This show has got a vibe because what's all the technology from the cloud players and from the chips, are getting smaller, faster, cheaper, more capability, lower power. So if you look at the chips, the hardware, it's less about the speeds and feeds. It's more about the consumer experience. You got cars. I was talking to a guy yesterday, he said, "Vehicle e-commerce is coming." I'm like, "What the hell his vehicle e-commerce?" And you could be on your app, driving down the freeway and go, "Hey, I want some food." Instead of having it delivered to you, if you order it you pick it up. So that's kind of can be happening now in real time, you can do all kinds of other things. so a lot of new things are happening. >> Yeah, I think so. Do you see that as another disruption for the industry that is the fact that it's moving to be more consumer focused? Is that anything we should be worried about in that space? >> Well I think the incumbents are going to lose their position. So I think in any new shift, new brands come in out of nowhere. >> For sure. >> And it's the people that you don't think about. It's the company that's not, that you don't see. And we got DR on the main stage right here, look at this. You saw her walk out with the confidence of a pro. She just walked out there and she's not afraid. >> No. Well, as she said in her video, she is ready to wake them up and you can see as soon as she worked out. That is what she intends to do. >> I love her mojo, she's got a lot of energy. And back to the show, I mean, she's just an example of what I was saying. Like in every market shift, a new brand emerges. >> Yep. >> I mean, even when apple was tainted, they were about to shut down, they were going to run out of cash. When Steve Jobs brought back apple, he consolidated and rebooted the company. The iPad was a similar moment, then the iPhone and just the rest is history. That kind of disruption's coming. You're going to see that here. >> Yeah. Oh, it's exciting though isn't it? To be future ready rather than future proof but actually I wanted to ask you something as well, because we are seeing all these cloud players getting hot under the collar about telco. Why are they so excited? What's the buzz about why, as you're in MWS and Google Cloud? Why do they want to have a slice of the pie? >> Well, I think they're hot, hot and heavy on the fact that telco is a ripe opportunity and it used to be this boring, slow moving glacier. >> Okay. >> It's almost like global warming now. The icebergs are melting and it's going to just change and because of the edge, 5G is not a consumer wireless thing. It's not like a better phone, it's a commercial app opportunity cause it's high bandwidth. We've all been to concerts or football games or sporting events where a stadium is packed. Everyone gets bars on their wifi, but can't get out, can't upload their pictures on Instagram. Why? Because it's choking them in the network. That's where 5G solves the problem. It brings a lot of bandwidth and that's going to bring the edge to life and that's money. So when you got money and greed and power changing hands, it's every, it's on the table and the wheel's spinning, and it could be double zero, or it could be lucky seven. You don't know. >> Yeah, for sure. And that's certainly enough to get all the big players hot and bothered about getting involved. And I suppose it circles back to the fact that, DR is really leading the charge and they're probably thinking, okay, what's going on here? This is different, we want something new. You didn't know it's an open run or something that we've been talking about over the last day or so. We've had quite a few of us speakers over here constantly. I've mentioned open run. What is it all about John? Because why all the bars, if 5G is such a hot topic? Why are we getting excited about it? >> That's a great thing. 5G certainly is Google Drive the main trend for sure. OpenRent is essentially an answer to the fact that 5G is popular and they need more infrastructure. So open source, the Linux Foundation has been the driver for most of the open source software. So they're trying to bring software and open architectures to create more entrepreneurial activity around hardware and around infrastructure because we need more infrastructure. We need more antennas, we need more transceivers, we need more devices that could be open. So in order to do that, you got to open up the technology and you want to minimize the licensing and minimize a lot of these, you know, proprietary aspects. >> What if we look at, so on Wednesday, we've got a great keynote from Philippe Langlois, who is CEO and founder of P1 Security. And he's coming to talk to us about cybersecurity within the cloud and within telco. So you just mentioned that. Open mind, it's all about having open source, about having that space where we can share more efficiently and easy, more easily. What does that mean for security though? Is it a risk? >> I think that's going to increase the value of security and minimize the threats. Because open source, even though it's open, the more people that are working on it, the more secure it could be. So yes, it could be more open in sense that could be explored by hackers, but it can be open to also protect. And I think we've seen open source and cloud in particular be more secure because everyone said, "Cloud is not secure, open source is not secure." And as it turns out when the collective hive minds of developers work on things, it gets secure. >> And it is interesting, isn't it? Because we have seen that there has been an uptick in cyber security and threats. But actually I was speaking to some leaders in across various industries and particularly in tech. And they were saying, "Actually there's not been an uptick in attempted threats, there's been an uptick because with this open source environment. We are able to track them and measure them and defend more efficiently. So actually they're being battered away, but the number is probably the same as it always was. We just didn't know about them before we had this open source environment. >> There's more money in threats and there's more surface area. So as the tide rises, so do the threats. So on a net basis it's more because there's more volume, but it's pretty much the same. And look at it, there's money involved, they're organized, there's a business model on attacking and getting the cash out of your bank or ransomwares at an all time high. So this is like a big problem and it's beyond the government, it's our individual freedom. So security its huge and I think open source and cloud are going to be, I think the answer to that. >> Yeah, for sure. And it's again about collaboration, isn't it? Which we talk about all the time but without collaboration that the industries aren't going to have to work together to promote this environment. So yeah, it should be good to talk with Phillip on Wednesday. >> I just say in security, don't download that PDF if you don't know who came from. The fishing is always good. Well, we got some great stuff coming up. We're going to have a great day. We got a video here on Mobile World Live, we're going to show this next segment and we're going to toss it to a video. And this is really about to give the experience Chloe, for people who aren't here, right? >> Yeah. >> To get a feel for what's going on in Barcelona and all the actions. And if you look at the video, enjoy it. >> Hi, I'm Danielle Royston, CEO and founder of TelcoDr, but you can call me DR. Ready for some more straight talk about telco? It's go time, let's do it. Holy shit. It sure is a great time to be a tech company. I mean, if you're Amazon, Microsoft, Google, Grab, Twilio, DoorDash or Uber, life's pretty great. Just look at these stock prices over the past five years with their shareholder value going up into the right. Totally amazing. But where's telco? There I add our stocks to this awesome chart. Let's compare these fabulous tech stocks to AT&T, Vodafone, Telefonica, Tim, America Movil and Zain group. Huh, not so great, right? Yep. I'm talking directly to you senior telco execs. I'm here to wake you up. Why is it that Wall Street doesn't see you as tech? Why aren't CSPs seen as driving all the tech change? Why is it always Apple, Amazon and Google who get the big buzz? But more importantly, why isn't it you? Before I came to this industry, I always thought of carriers as tech companies. I gave more of my money to AT&T and to Apple because I really cared about the quality of the network. But I also wondered why on earth, the carriers allowed all the other tech companies to take center stage. After spending the last few years in telco, I now understand why. It's because you are network people, you are not customer people. I get it, you have the security blanket, you're a network oligopoly. It's crazy expensive to build a network and it's expensive to buy spectrum. It takes operational chops to run a killer network and it takes great skill to convince Wall Street, to finance all of it. You telco execs are amazing at all those things, but because you focus on the network, it means you don't focus on the customer. And so far you haven't had to. Every telco's KPI is to be less shitty than their next competitor. You don't have to be the best, just don't be last. Everyone else's NPS, is in the thirties too. Their mobile app ratings are just as terrible as yours. Everyone's sucks at customer sat and it's widely acknowledged and accepted. Let's talk about the cost of that. The cost is not measured on market share against other MNOs. The cost is measured in lost ARPU that the tech guys are getting. Everyone knows about the loss of texting, to WeChat, WhatsApp and the other OTT apps, but it is not just texting. The total adjustable market or term of the mobile app disruptors is huge. Instead of remaining network focused, you should be leveraging your network into a premier position. And because you're a network people, I bet you think I'm talking about coercive network leverage. That is not what I'm talking about. I'm talking about love, customer love. There is one thing the highly valued tech companies all have in common. They all crush it on customer love. They look at every interaction with the customer and say, "How do we make the customer love this?" Like Netflix has easy monthly cancellation, Amazon does no questions asked returns, Uber gives users a real time view into driver rating and availability. Compare those ideas to the standard telco customer interaction. The highly valued tech companies, don't have the network oligopoly to fall back on like you do. To survive they must make customers love them. So they focus on it in a big way and it pays off. Their NPS is close to 70 and they have app ratings of 4.5 or higher. A far cry from your thirties NPS and app ratings of 3.5. If you want to have those huge tech multiples for yourself, you have to start thinking about these guys as your new competition, not the other telcos in your market. The crazy thing is, if you give up using your network as a crutch and put all of your focus on the customer, the network becomes an asset worth more than all the super apps. Let's step back and talk about the value of super apps and becoming customer centric. Retooling around the customer is a huge change. So let's make sure it's worth it. We aren't talking about 25% improvement. I'm going to show you that if you become customer centric, you can double your ARPU, double your valuation multiples and drive big shareholder value just like the tech companies on that chart. Now let's talk about the customer focused super apps. There are hundreds of companies and a variety of categories vying for your subscriber's disposable income. Movies, food delivery, financial services, who are they? And why does Wall Street give them such high evaluations and like them so much? Well first, look at what they are telling Wall Street about their TAM. They broadcast ridiculously huge TAMs that are greater than the telco TAMs. You know, who should have a ridiculously huge TAM? You. Hello. What I'm saying is that if you got what's yours, you double in size. And if you take the TAAMs they throw around, you'll be five times as big. When I think about the opportunity to double ARPU, without having to double the CapEx, to build out the network, I say to myself, "Hell yeah, we should totally go do it and do whatever it takes to go get." For example, let's talk about Grab. Grab is a southeast Asian super app company with an expected $40 billion valuation. Grab's customer focused started in rideshare, but then leverage its customer love into wallet deliveries, hospitality, and investing. Their ARPU is now larger than a telco's ARPU in countries where they compete, and they have a higher valuation than those telcos too. Imagine if you could combine a great user experience with a valuable services that helped grow your ARPU, that would be huge. So how do you build a super app? I bet right about now, you're wishing you had a super app. Everyone wants a super app. A lot of money has been unsuccessfully spent by telcos trying to build their own. I bet you're saying to yourself, "DR, your pie in the sky sounds great but it has no chance of success." Well, I'm betting things are about to change. There is a public cloud startup called Totogi that is going to help carriers build world class super apps. To have a successful super app, there is one key metric you need to know. It is the KPI that determines if your super app will be a success or a flop. It's not about the daily active users, it's not the average order value, it's not even gross merchandise value. It's all about the frequency of use per day by the user, that's the metric that matters. How many of you use that metric in your telco apps? Do you have a team driving up user app interactions every day? Most telco apps are used for top up or to check a bill. This is a huge missed opportunity. Super app companies excel at building great experiences and driving a huge amount of interactions. They have to, their business depends on it. They have to be customer focused. They have to keep bringing the user back to the app, every day, multiple times a day. And you know what? They do a great job. Customers love their super apps. They have great user experiences like Apple credit cards, no information required, application process. They have high net promoter scores because of customer friendly policies, like how DoorDash retroactively credits fees when you move to a better plan. And they have great app store ratings because they do simple things like remember your last order, or allow you to use the app rather than force you to call customer service. Customers of successful super apps love it when new services are added. And because of the customer love, every time something is added to the app, customers adopt it immediately. New services drive frequent daily user interactions. So our problem in telco is we have an app that is only open once per month, not multiple times per day. And without frequent opens, there is no super app. What do we do we have in telco that we could use to help with this problem? I wonder, why you don't currently have a mobile app that subscribers use multiple times a day. You have something that's 10 times better. You have a network. Subscribers already interact with your network 10 times more frequently than any user with any of the super apps. But telcos don't leverage those interactions into the insanely valuable engagements they could be. Worse, even if you wanted to your crappy over customized on premise solutions, make it impossible. Thankfully, there's this new tech that's come around, you may have heard of it. The public cloud. When you bring the enabling technology of the public cloud, you can turn your network interactions into valuable super app interactions. And there's a special new startup that's going to help you do it, Totogi. Totogi will leverage all those network interactions and turn them into valuable customer interactions. Let me repeat that. Totogi will leverage all those network interactions and turn them into valuable customer interactions. Totogi allows the carrier to leverage its network and all the network interactions into customer engagement. This is something the super apps don't have but will wish they did. But this magic technology is not enough. Telcos also need to move from being network focus to being customer focused. Totogi enables telcos to chase exciting revenue growth without that annoying massive CapEx investment. Totogi is going to help you transform your sucky mobile apps with the crappy customer ratings, into something your subscribers want to open multiple times a day and become a platform for growth. I'm so excited about Totogi, I'm investing $100 million into it. You heard me right, $100 million. Is this what it feels like to be soft bank? I'm investing in Totogi because it's going to enable telcos to leverage the network interactions into super app usage. Which will lead to an improved subscriber experience and will give you a massive jump in your ARPU. And once you do that, all those Telco valuations will go from down here to up here. And so I've been talking to some folks, you know, checking in, feeling them out, getting their thoughts, and I've been asking them, what do you think about telcos building super apps? And the response has been, click, everyone says, "No way, telcos can't do it." Zero chance, total goose egg. One suggested I build a bonfire with 100 million dollars, because then at least I wouldn't waste years of my life. Well I think those people are dead wrong. I do believe that telcos can build super apps and make them super successful. The public cloud is changing all parts of telco and Totogi and super apps are fundamentally changing, the customer relationships. In one month at MWC, people will see what Totogi has to offer, and they will understand why I'm making this bold call. Because the Totogi takes the value of the network and the power of the public cloud to help telcos move from being network centric, to being customer centric. Boom! If you want to make this transformation and reap all the financial benefits, you will have to compete for customers with a whole new set of players. You will no longer compete with the network focus guys like the other telcos, instead you will be competing against the customer focused companies. These players don't have a network to fall back on like your old competitors. They know they have to make customers love them. Their customer loyalty is so off the charts, their customers are called fans. So if you want that big money, you will have to compete on their turf and make the customers want to choose you, you need Apple level loyalty. That bar is uber high. We will have to give up the security blanket of the network and change. Instead of NPS of the thirties, it needs to be in the 70s. Instead of mobile app ratings in the threes, they need to get five stars. I'm betting big that Totogi will make that possible. I'm going to help you every step of the way, starting with my keynote next month at MWC. Join me and I'll share the secrets to converting your super valuable network interactions to make your super app a massive success. We're going to have an amazing time and I can't wait to see you there. >> Okay. We're back here in theCUBE here at Mobile World Congress in Cloud City. I'm John Furrier, Chloe Richardson filling it for Dave Vellante who's out on assignment. He's out getting all the data out there and getting stories. Chloe, what a great keynote by Danielle Royston. We just heard her and while with major action, major pump me up, punch in the face, wake the heck up cloud people, cloud is here. She didn't pull any punches. >> No, I mean the thing is John, there's trillions of dollars on the table and everyone seems to be fighting for it. >> And you heard her up there, if you're not on the public cloud, you're not going to get access to that money. It's a free for all. And I think the cloud people are like, they might think they're going to walk right in and the telco industry is going to just give it up. >> No, of course. >> There's not going to be, it's going to be a fight, who will win. >> Who will win but also who will build the next big thing? >> Someone needs to die in the media conversation, it's always a fight, something's dead, something's dead but keeps the living. All that kidding aside, this is really about partnering. I think what's happened is, telco's already acknowledged that they need to change in the 5G edge conversation, the chip acceleration. Look at Apple, they've got their own processors, Nvidia, Amazon makes their own chips, Intel's pumping stuff out, you've got Qualcomm, you've got all these new things. So the chips are getting faster and the software's more open source and I'm telling you, cloud is just going to drive that bus right down clouds street and it's going to be in Cloud City everywhere. >> And it's going to be peeping on the board as it drives down. John, I'm not a stalker, but I have read some of the things that you've written. And one of the things you mentioned that was really interesting was the difference between building and operating. Break it down for me. What does that mean? >> That means basically in mature markets and growing markets things behave differently and certainly economics and the people and the makeup and the mindset. >> Okay. >> So the telco has been kind of this mature market. It's been changing and growing but not like radically. Cost optimization, make profit, you know, install a lot of cable. You got to get the rents out of that infrastructure and that's kind of gone on for too long. Cloud is a growth market, and it's about building, not just operating and you've got operators, carriers are operating networks. So you're going to see the convergence of operators and builders coming together, builders being software developers, new technology and executives that think about building. And you want people on your team that are going to be, I won't say war time, you know, lieutenants or generals, but people who can handle the pace of change. >> Okay. >> Because the change and the nature is different. And some people want slow and steady, keep the boat from rocking, but in a growth market, it's turbulent and ride might not be quiet, first class ticket to paradise, but it's bumpy, but it's thrilling. >> No, of course. Is it similar to the old sales adage of hunter versus farmer and the parallels? >> Yeah. I mean, the mindset. If you have a team of people that aren't knocking down new opportunities and building the next big thing, fixing your house, get your house in order, you know, refactor, reset, reboot, re platform with the cloud and then refactor your business. If you don't have the people thinking like that, you're probably either going to be taken over or go out of business. And that's what the telco with all these assets, they're going to get bought roll into a SPAC, special purpose acquisition company was a super hot in the United States. A lot of roll ups going on with Private equity. So a lot of these telcos, if they don't refactor or re platform, then refactor, they're going to be toast and they're going to get rolled up and eaten up by somebody else. >> Yeah, sure. It's interesting though, isn't it? Because when we think of telco in tech, we often think of, obviously we've got the triad. People process technology, and we think process and technology really take the forefront here but like you said there, people are also so important because if you don't have this right balance, you're not going to be able to drive that change. We had, obviously Scott Brighton on the stage yesterday and after his session, somebody came up to me and just said, "I'm interested to hear what that means for education." So how can we establish this new generation of tech and telco leaders from the grassroots with educational associations establishments? How can we encourage that? I wonder, is this something that you talk about often? >> Yeah. I mean, education is huge and this highlights the change that telcos now part of. Telco used to be a boring industry that ran the networks, or moving packets around and mobile was there, but once the iPhone came out in 2007, the life has changed, society has changed, education's changed, how people interact has changed. So you start to see people now aware of the value and if you look at the, during the COVID, the internet didn't crash, the telcos actually saved our asses and everyone was, survive because the network didn't break. Yeah, we had some bad zoom meetings here and there and some teleconferences that didn't go well but for the most part we survived and they really saved everybody, my goodness. So they should get kudos for that. But now they're dependent upon healthcare, education, people care about that stuff. So now you're going to start to see an elevated focus on what telecom is doing. That's why The Edge has checked trillions of dollars up for grabs. But education, there's negative unemployment in cybersecurity and in cloud. So for the people who say, oh, there's no jobs or I can't work, that's a bunch of BS because you can just get online, get on YouTube and just get a degree. You can get a degree, you can get an Amazon job, it pays a hundred thousand dollars a year, American. You can make a hundred thousand pounds and be unemployed six months and then be employed. So negative unemployment means there's more jobs than people to fill them qualify. >> Yeah, it's interesting you mentioned that because I was talking to a cyber security leader who was saying in some of the things there were now 3 million vacancies in cybersecurity and there's such a skill shortage, there is nobody around to fill it. So it's an interesting problem to have isn't it? Cause it's reversed to what we've been used to for the last few decades and obviously telco is in the same space. What can we do about it? Do you think it will actually bring people in? >> I think it's going to take leadership and I'm a big proponent of kids not going to university, they don't have to. Why spend the dough, money if you don't have to? You can get online. I mean, the data's there, but to me it's the relationships, the mentorship. You starting to see women in tech and underrepresented minorities in the tech field, where mentorship is more important than curriculum. Community is more important than just going through a linear course where nobody wants to sit online and go through linear courseware. Now, if they have to get a certificate or degree and accreditation no problem, but communities are out there. So that's a big change over, I'm a big fan of that and I think people should, you know, get some specialized skills, you can get that online. So why even go to school? So people are figuring that out. >> For sure. And also even transferring, I mean, so many skills are transferable nowadays, aren't there? So we could easily be talking to people from other industries and bringing them into telco and saying, look, bring what you know from your retail background or your healthcare background and help us at telco to again, drive forward, just like DR is saying it's all about the next big thing. >> Danielle, I was also driving a lot of change and if you think about the jobs and a pedigree of going to a university, oh, Harvard, all the big Ivy leagues, Oxford in your area. So it's like, if you go to a school like that and you get a pedigree, you instantly get a job. Now, the jobs that are available, weren't around five years ago. So there's no like pedigree or track record, there's no like, everyone's equal. >> Yeah. >> So you could, the democratization of the internet now is, from a job standpoint is, people are leveling up faster. So it's not about the Ivy league or the big degree or silver spoon in your mouth, you've got the entitlement. So you start to see people emergent and make things happen, entrepreneurship in America, immigrant entrepreneurship. People are billionaires that have no high school diplomas. >> It's interesting you mentioned that John, because we can have more than five years experience in this space, we know that but in telco there is a problem and maybe it's, again it's a flipped problem where, telco recruiters or talent acquisition leaders, are now asking for kind of 10, 20 years experience when they're sending out job descriptions. So does that mean that we are at fault for not being able to fill all these vacancies? >> Well, I mean, I think that's just, I mean, I think there's a transition of the new skill set happening one, but two, I think, you know, you've got to be like a chip engineer, you can't learn that online, but if you want to run a cloud infrastructure, you can. But I think embedded systems is an area that I was talking to an engineer, there's a huge shortage of engineers who code on the microprocessors, on the chips. So embedded systems is a big career. So there's definitely parts, you can specialize, space is another area you've seen a lot of activity on, obviously Jeff Bezos and Elon Musk is going to be here on virtual keynote, trying to go to Mars. And, you know, Danielle Royston always says, who's going to happen first, Mars, colony, or telco adopting public cloud? Some people think Mars will happen first but. >> What do you think John? >> I think telco's going to get cloud. I mean, first of all, public cloud is now hybrid cloud and the edge, this whole internet edge, 5G, is so symbolic and so important because it's an architectural beachhead. >> Yeah. >> And that's where the trillion dollar baby is. >> Of course. >> So the inside baseball and the inside money and all the investors are focusing on the edge because whoever can command the edge, wins all the dollars. So everyone kind of knows it's a public secret and it's fun to watch, everyone jockey for the positions. >> Yeah, know, it really is. But it's also quite funny, isn't it? Because the edge is almost where we were decades ago, but we're putting the control back in the hands of consumers. So it's an interesting flip and I wonder if with the edge, we can really enhance this acceleration of product development its efficiency, this frictionless system in which we live in. And also, I've heard you say hybrid a few times John. >> Yeah. >> Is hybrid going to be the future of the world no matter what industry you're in? >> Hybrid is everything now. So it's, we're the hybrid cube, we've got hybrid cloud. >> Exactly. >> You got hybrid telco, because now you've got the confluence of online and offline coming together. >> Yeah. >> That is critical dynamic, and you seeing it. Like virtual reality for instance, now you seeing things, I know you guys are doing some great work at your company around creating experiences that are virtual. >> Exactly. >> You got, like Roblox went public recently. >> Yeah. >> Metaverse is a good time to be in that business because experiential human relations are coming. So I think that's going to be powered by 5G, you know, gamers. So all good stuff, Chloe, great to be with you here in theCUBE. >> Thank you. >> And we're looking forward to seeing your main stage. >> Great. >> And then we're going to send it back to the studio, Adam and the team, we're waiting for DR to arrive here in Cloud City and this is theCUBE, from Cloud City back to you, Adam in the studio.

>>Hello everyone. Thank you, add appreciating the studio. We're here at the cube here in cloud city telco DRS Cloud city. I'm Jeffrey Day Volonte. We're here for the next three days. Wall to wall live coverage. It's a physical event with a virtual program. It's hybrid. We're here with Daniel Royston, the Ceo of telco D. R. And the acting Ceo Toby, which is announced today. Great >>to see you. It's awesome to see you guys. >>Awesome to see how you doing, how you >>Feeling? I'm feeling congratulations. Right. 101 days ago, I didn't even think this doesn't exist. Right. And we got in contact with you guys and we said we knew there was always going to be a big virtual component and we invited you guys and here we are together. It's insane. >>Well we did the preview videos, but we're kind of walking through and document in the early stages. It all came together beautifully spectacular For the folks watching behind us is the most spectacular build out clouds. It's an ecosystem open concept. It feels like the Apple store meets paradise. Of course. We got the cube here in the set and we got the studio with all the command and control of adam there. So I gotta ask you with the connected keynotes going on right now. The connected world. Yeah. It's connected. We all know that everyone knows that what's, what's different now real quick before we get into the program, what's going on? >>Yeah. I think a big part of my messages and advocating it's more than just the network, Right? And I think telcos forever have relied on. That's all it is. That's what it's about. And I'm like, nope, you guys got to start focusing on your subscribers, right? And so the over the top players keep coming in and siphoning away their revenue and it's time for them to start focusing on us, right and making experience great. And I think that's what this is all about. >>So we're gonna get the news but I want to toss it to Katie. The roving reporter is going to give it a detail on how it all came together. So Katie take it away. >>Mhm We're here in Barcelona and so excited to be back in this beautiful city over at the convention center. The team is working hard putting the finishing touches to tell Cody are amazing cloud city booth at MwC Barcelona 2021. I'm sure you know the story of how this all came together as one of the biggest vendors Erickson pulled out of M. W. C. With just over 100 days until the start of the event. When this happened last year, it kicked off a tidal wave of departures and MwC was called off this year. We all wondered if MWC was going to be cancelled again and that's when Daniel Royston Ceo of Telco D. R. And Tito G swooped in and took over the booth all 6000 square meters of it. The plan turn the booth into cloud city, the epicenter of public cloud innovation at MWC crews have been working around the clock. Over 100 and 50 people have been on this construction site for over three weeks with covid testing every day to prevent outbreaks during the build and in 100 days, it's become just that Cloud city has over 30 vendors presenting over 70 demos with 24 private meeting areas. Cloud City Live is a virtual showcase and live broadcast studio featuring 50 guests from cloud Thought leaders around the world. They have telepresence robots for a more personalized experience and the Cloud city quest game with a chance to win more than $100,000 to gain access to live streams of our nightly concerts with rosario flores and rock legend Jon bon Jovi. And don't forget to visit cloud city dot telco D R dot com to join in on the fun Daniel Royston and Nacho Gomez, founder and Ceo of one of the key vendors in the construction of the booth gave us a behind the scenes tour of the booth. >>Nacho. We did it. Yeah, we did. It can't even touch because of Covid. Yeah, but look what we did. But right, 100 days ago I called and I said I'm taking over the Ericsson booth. What did you think? I know you were crazy but just a little bit crazy, realized that you were mortgages than I thought. So at the very, at the very beginning I thought, yeah, she's crazy. But then I couldn't sleep that night. But the next uh then I realized that it was a very good it's a great idea. Yeah super smart. So yeah we're gonna show everyone toward the booth. Yeah let's go. Let's go. Okay So how do we build such an amazing, beautiful building now? So this is we've made building inside a book. So it was very hard to find a glassful of facade. The roof is around 24 tones. Yeah so it's crazy crazy but we made it work and it's totally amazing. Yeah. Do you want to go to tragedy life? Do let's go. Okay so here we are Cloud city live. I know we're producing a whole live streaming tv show. We always knew because of covid that not everyone will be able to come to Mwc as we wanted to make sure that people can learn about the public cloud. So over here we have the keynote stage, we're gonna have awesome speakers talking all throughout M. W. C. People from AWS Microsoft, google vendors companies. So really really great content. And then over there we have the cube interviewing people again 15 minute segments, live streaming but also available on demand. And you can find all of this content on cloud city. Tell Cody are calm and it's available for anyone to you. Well, a lot of content. And what about the roberts? I never get them out. Come on. We remember 100 days ago we were locked down. So we came up with the idea of having robots for the people who cannot attend in person. I know right. We always knew that there was gonna be a big virtual component to MWC this year. So we bought 100 telepresence robots. It's a great way to have a more personal experience inside the boot. Just sign up for one on cloud city dot telco D r dot com and you can control it yourself. Right? So today we have Nikki with us, who's dialing in from the Philippines in Manila? Hello, Nicky. Hi there, how are you? I were great. Can you show us a twirl all gaining on us? Super cool. Yeah, it is. What an experience. So Nikki robots are not the only cool thing we have in cloud city. We also have super awesome concert. We have rosario flores on monday. Who's a latin grammy award winner. We have Jon bon Jovi, Jon bon Jovi on Tuesday, can't be changing telephone that a little bit of rock n roll and that's Tuesday. And on Wednesday we have DJ official, it's going to be a super party. Now if you play our cloud city quest on cloud city telco D R dot com you can participate in a live streaming concert and so I know a lot of people out there have been a lockdown. Haven't been able to be going to concerts. Things from austin texas, which is the live music capital of the world, How to have music. It would be so exciting is gonna be great. I'm getting hungry. Why don't we go to the restaurant? Let's go eat. Let's go. Yeah, Here is our awesome restaurant. I know it's called Cloud nine. Right? It's a place to come and sit down and relax now. Barcelona is known for its great food and I'm a foodie. So we had to have a restaurant. Should we go check out my secret bar? Let's go. Mhm. Yeah, here >>thanks to a R. And thank you Nacho if you're watching this at home, I'm so sorry you can't join us in person. However, let's not forget this is a hybrid event meaning we're bringing all the public cloud action right to you wherever in the world you might be. This includes the Pact cloud city live program. We've partnered with the cube Silicon angle Media's live streaming video studio to make sure that all of the keynotes, panel discussions, demos, case studies interviews and way more are available on demand so you can watch them whenever and wherever you want or you can live stream and enjoy all things cloud city as and when they happen. So for those of you not able to join us in, Barcelona, be sure to log in to cloud city live and catch all the action and don't miss the awesome concert Tuesday night with Jon bon Jovi available for free. If you participate in our cloud city quest game, I'll be here throughout MWc bringing you reports and updates. Stay >>tuned. Yeah. >>Mhm. Okay, we're back here on the cube on the floor at mobile world congress in cloud city telco DRS clouds. They were here with D. R. Of telco, D R. Danielle Rice and great to see you back, we're back. So the keynotes going on connected world, the big news here, I'll see the open shift that's happening is going open. Open ran, it's been a big thing. Open ran alliance. You're starting to see the industry come together around this clear mandate that applications are gonna be cloud native and the public cloud is just coming in like a big wave and people are gonna be driftwood or they'll be surfing the wave. Yeah, this is what's happening. >>Yeah, I think public cloud is an unstoppable megatrend. It's hit every other industry regulated industries like banking, right? Top secret industries like government. They all use the public cloud tells us the last, you know, standing old school industry and it's coming and I don't think we could have had an MWc without talking about open man. That's the other major shift. And so we're bringing both of those ideas here together in cloud city. So >>the big theme is telco transformation. Maybe we could start with the basics like paint a picture of what the telco infrastructure looks like, particularly the data center stuff because they all have big data centers >>because that's >>those are the candidates to go into the cloud explained to the audience. >>Well, do you have a time machine? I think if any of us were in tech in the late 90s and early 2000s, that's what telcos like today. Right. So for people outside of the industry don't know right there mostly still managing their own data centers, they're just sort of adopting virtualization. Some of the more advanced telcos are mostly virtualized public cloud. Is this idea that like this advanced thought and so yeah, I mean things are on premise, things are in silom, things don't use a P. I. S there all integrated with custom code. And so the transformation, we can all see it because we've lived it in other industries. And I'm bringing that to telco and say come along for the ride. It totally works and it's gonna be amazing. >>So it's hardened purpose built infrastructure. Okay. That ultimately parts of that need to go to the public cloud. Right. What parts do you see going first? >>I think all of it. Really. Yeah. And I think when you look at like dish in the W. S. Which was an announcement that came out about two months ago. Right. I mean dish was doing all these are FPs. Everyone knew about it. They were looking for a cloud native software and no one knew what they were. They knew a big part was open man. But their coupling open ran with AWS and deploying their parts of their network onto the public cloud and the whole industry is like wait we thought this was years away, right? Or number two, you're crazy. And I'm saying this is what I've been talking about guys. This is exactly what you can do, leverage the Capex over. Let's see. I think Amazon did $100 billion 2020 right, leverage that Capex for yourself. Get that infinite scalability right? It's going to, well we >>have, we have a saying here in the queue, we just made this up called D. R. That's your initial tucker. The digital revolution and the three Rs reset re platform and re factor. I think the observation we're seeing is that you're coming in with the narrative what everyone's kind of like they're waking up because they have to reset and then re platform with the cloud. But the opportunity is gonna be the re factoring, You're seeing the public cloud, do that already with the Enterprise Enterprises. Already re factoring has done that. Already done that now. Telcos the last area to be innovated by the cloud. >>Yeah, I think there's old school big, we're kind of on a hollowed ground here in the Ericsson booth that I took over, right? They bailed and I kind of made fun of them. I was like, they don't have anything to say, right, They're not going to go to the show. I'm like, this is this is a revolution that's happening in telco and I don't think the big guys are really interested in rewriting their software that frankly makes them billions and billions of dollars of revenue. And I'm like to use the public cloud. All of the software needs to be rewritten needs to be re factored and you've got to start training your teams on how to use it. They don't have any capability. The telcos, in terms of those skills hire the right people, retrain your teams, move your applications, rewrite them. And I think that's what we're talking, this is not a short journey, this is a 10 year journey. So >>let's fast forward to the future a little bit because when I look around cloud city, I see ecosystem everywhere. So as you well know, the telcos have generally done a poor job of attacking adjacent seas. So my question is can they go beyond should they go beyond connectivity or is that going to be the role of the ecosystem? >>Yeah, I think it's time that the telco starts to focus on their subscriber, right? It's been really easy for them to rely on the oligopoly of the network, Right? The network, we live in the United States, we see the 18 T Verizon T mobile five G network, five G network. Like what about us? Right. And it's really easy for the over the top players right, that come in and they're always, telcos are always complaining about being coming dumb pipes and I'm like, you don't focus on the customer, we would rather buy from an Apple and amazon if they provided a mobile service because the customer experience will be better. Right? They need to start focusing on us. They have great businesses but they want to make them better. They need to start focusing on the subscriber, so >>it's a partnership with the ecosystem then for them to go beyond just straight connectivity because you're right, those are the brands that we want to do business >>with. You know, there was a great survey, Peter Atherton who will be talking as a speaker I think um I can't remember when he's talking but he was talking about how there was a survey done, where would you rather get your mobile service from? And it had a couple of big names in telco and then of course the obvious, you know, consumer brands, the ones that we all know and it was like overwhelmingly would rather buy from an amazon or an apple. And I'm like, this is like if you guys don't change, right, if telco doesn't change they keep rolling out 60 and blah blah blah. It's about the network and I don't start making about the subscriber right? Those revenues are going to continue to erode and they just sit there and complain about the O. T. T. Players. Like it's time to fight back. Yeah, I own the subscriber >>relationship. It's a digital revolution and I think This event really encapsulates in my mind this hybrid world here because it's physical events back. It's been since 2019 winter that this event actually happened. >>Well no it was even longer than, well I guess winter it was February of 19, right? And so like you look at ericsson and some of the big names that dropped out of the show, the time they come back, three years will have passed three years, right? This is how you feel your sales funnel is how you connect with your customers right? Tokyo is a very global, you know experience and so you gotta, you gotta get in front of people and you got to talk a >>lot of change to its happened, look at just what public clouds done in 2.5 years. You imagine three years being just >>gone, right? And I think a lot of people back to edition A. W. S. I think the industry was a little bit surprised by that announcement. So I've been telling executives if you were surprised by that, if you think that's, you know, if you don't know how that's gonna work, you need to come to cloud cities, you start meeting all the vendors are here. We have over 30 vendors, 70 demos, right? People who are pushing the technology forward, you need to learn what's going on here. We have several dish vendors here. Come learn about open rand, come learn about public cloud. So >>we're tight on time today, but we're going to have you back and we want to get into the tech, Get it to open, ran a little bit, get into what 5G and beyond and how we're going to take advantage of that and monetize it and what that all means. >>And also we want to hear what's going on the hallways. I know you got a lot of your key noting, you're gonna be a lot of events, the yacht. You've got a lot of briefings, >>yep. Yeah, I've already had two meetings this morning. I shot a video. Um, I met with one of the world's largest groups and I met with a tiny little super app company. Right? So running the gamut, doing everything reporter >>now, we could be like our roaming >>reporter. You know, I love, I love talking to execs and telco getting their perspective on what is public cloud and where are they going, what are they thinking about? And you talked to people who really, really get it and you get people who are just nascent and everywhere in between and I love mwc it's going great. >>Daniel Rose and you are a digital revolution telco DDR. There's amazing. Davis has been fantastic. Again for the folks watching, this is a hybrid events, there's an online component and we're reaching out with our remote interviews to get people brought in and we're shipping this content out to the masses all over the world. It's gonna be really amazing cube coverages here. It's gonna be rocking you guys are doing great. I just want to give you a compliment that you guys just did an amazing job. And of course we've got adam in the studio with the team. So adam, I'm gonna pass it off back to you in the studio

>>from around the globe. It's the Cube presenting Cuban cloud brought to you by silicon angle, everybody to Cuban cloud. My name is Dave Volonte, and I'll be here throughout the day with my co host, John Ferrier, who was quarantined in an undisclosed location in California. He's all good. Don't worry. Just precautionary. John, how are you doing? >>Hey, great to see you. John. Quarantine. My youngest daughter had covitz, so contact tracing. I was negative in quarantine at a friend's location. All good. >>Well, we wish you the best. Yeah, well, right. I mean, you know what's it like, John? I mean, you're away from your family. Your basically shut in, right? I mean, you go out for a walk, but you're really not in any contact with anybody. >>Correct? Yeah. I mean, basically just isolation, Um, pretty much what everyone's been kind of living on, kind of suffering through, but hopefully the vaccines are being distributed. You know, one of the things we talked about it reinvent the Amazon's cloud conference. Was the vaccine on, but just the whole workflow around that it's gonna get better. It's kind of really sucky. Here in the California area, they haven't done a good job, a lot of criticism around, how that's rolling out. And, you know, Amazon is now offering to help now that there's a new regime in the U. S. Government S o. You know, something to talk about, But certainly this has been a terrible time for Cove it and everyone in the deaths involved. But it's it's essentially pulled back the covers, if you will, on technology and you're seeing everything. Society. In fact, um, well, that's big tech MIT disinformation campaigns. All these vulnerabilities and cyber, um, accelerated digital transformation. We'll talk about a lot today, but yeah, it's totally changed the world. And I think we're in a new generation. I think this is a real inflection point, Dave. You know, modern society and the geo political impact of this is significant. You know, one of the benefits of being quarantined you'd be hanging out on these clubhouse APS, uh, late at night, listening to experts talk about what's going on, and it's interesting what's happening with with things like water and, you know, the island of Taiwan and China and U. S. Sovereignty, data, sovereignty, misinformation. So much going on to talk about. And, uh, meanwhile, companies like Mark injuries in BC firm starting a media company. What's going on? Hell freezing over. So >>we're gonna be talking about a lot of that stuff today. I mean, Cuba on cloud. It's our very first virtual editorial event we're trying to do is bring together our community. It's a it's an open forum and we're we're running the day on our 3 65 software platform. So we got a great lineup. We got CEO Seo's data Practitioners. We got a hard core technologies coming in, cloud experts, investors. We got some analysts coming in and we're creating this day long Siri's. And we've got a number of sessions that we've developed and we're gonna unpack. The future of Cloud computing in the coming decade is, John said, we're gonna talk about some of the public policy new administration. What does that mean for tech and for big tech in General? John, what can you add to that? >>Well, I think one of the things that we talked about Cove in this personal impact to me but other people as well. One of the things that people are craving right now is information factual information, truth texture that we call it. But hear this event for us, Davis, our first inaugural editorial event. Robbo, Kristen, Nicole, the entire Cube team Silicon angle, really trying to put together Morva cadence we're gonna doom or of these events where we can put out feature the best people in our community that have great fresh voices. You know, we do interview the big names Andy Jassy, Michael Dell, the billionaires with people making things happen. But it's often the people under there that are the rial newsmakers amid savory, for instance, that Google one of the most impressive technical people, he's gotta talk. He's gonna present democratization of software development in many Mawr riel people making things happen. And I think there's a communal element. We're going to do more of these. Obviously, we have, uh, no events to go to with the Cube. So we have the cube virtual software that we have been building and over years and now perfecting and we're gonna introduce that we're gonna put it to work, their dog footing it. We're gonna put that software toe work. We're gonna do a lot mawr virtual events like this Cuban cloud Cuban startup Cuban raising money. Cuban healthcare, Cuban venture capital. Always think we could do anything. Question is, what's the right story? What's the most important stories? Who's telling it and increase the aperture of the lens of the industry that we have and and expose that and fastest possible. That's what this software, you'll see more of it. So it's super exciting. We're gonna add new features like pulling people up on stage, Um, kind of bring on the clubhouse vibe and more of a community interaction with people to meet each other, and we'll roll those out. But the goal here is to just showcase it's cloud story in a way from people that are living it and providing value. So enjoy the day is gonna be chock full of presentations. We're gonna have moderated chat in these sessions, so it's an all day event so people can come in, drop out, and also that's everything's on demand immediately after the time slot. But you >>want to >>participate, come into the time slot into the cube room or breakout session. Whatever you wanna call it, it's a cube room, and the people in there chatting and having a watch party. So >>when you're in that home page when you're watching, there's a hero video there. Beneath that, there's a calendar, and you'll see that red line is that red horizontal line of vertical line is rather, it's a linear clock that will show you where we are in the day. If you click on any one of those sessions that will take you into the chat, we'll take you through those in a moment and share with you some of the guests that we have upcoming and and take you through the day what I wanted to do. John is trying to set the stage for the conversations that folks are gonna here today. And to do that, I wanna ask the guys to bring up a graphic. And I want to talk to you, John, about the progression of cloud over time and maybe go back to the beginning and review the evolution of cloud and then really talk a little bit about where we think it Z headed. So, guys, if you bring up that graphic when a W S announced s three, it was March of 2000 and six. And as you recall, John you know, nobody really. In the vendor and user community. They didn't really pay too much attention to that. And then later that year, in August, it announced E C two people really started. They started to think about a new model of computing, but they were largely, you know, chicken tires. And it was kind of bleeding edge developers that really leaned in. Um what? What were you thinking at the time? When when you saw, uh, s three e c to this retail company coming into the tech world? >>I mean, I thought it was totally crap. I'm like, this is terrible. But then at that time, I was thinking working on I was in between kind of start ups and I didn't have a lot of seed funding. And then I realized the C two was freaking awesome. But I'm like, Holy shit, this is really great because I don't need to pay a lot of cash, the Provisional Data center, or get a server. Or, you know, at that time, state of the art startup move was to buy a super micro box or some sort of power server. Um, it was well past the whole proprietary thing. But you have to assemble probably anyone with 5 to 8 grand box and go in, and we'll put a couple ghetto rack, which is basically, uh, you know, you put it into some coasting location. It's like with everybody else in the tech ghetto of hosting, still paying monthly fees and then maintaining it and provisioning that's just to get started. And then Amazon was just really easy. And then from there you just It was just awesome. I just knew Amazon would be great. They had a lot of things that they had to fix. You know, custom domains and user interface Council got better and better, but it was awesome. >>Well, what we really saw the cloud take hold from my perspective anyway, was the financial crisis in, you know, 709 It put cloud on the radar of a number of CFOs and, of course, shadow I T departments. They wanted to get stuff done and and take I t in in in, ah, pecs, bite sized chunks. So it really was. There's cloud awakening and we came out of that financial crisis, and this we're now in this 10 year plus boom um, you know, notwithstanding obviously the economic crisis with cove it. But much of it was powered by the cloud in the decade. I would say it was really about I t transformation. And it kind of ironic, if you will, because the pandemic it hits at the beginning of this decade, >>and it >>creates this mandate to go digital. So you've you've said a lot. John has pulled forward. It's accelerated this industry transformation. Everybody talks about that, but and we've highlighted it here in this graphic. It probably would have taken several more years to mature. But overnight you had this forced march to digital. And if you weren't a digital business, you were kind of out of business. And and so it's sort of here to stay. How do you see >>You >>know what this evolution and what we can expect in the coming decades? E think it's safe to say the last 10 years defined by you know, I t transformation. That's not gonna be the same in the coming years. How do you see it? >>It's interesting. I think the big tech companies are on, but I think this past election, the United States shows um, the power that technology has. And if you look at some of the main trends in the enterprise specifically around what clouds accelerating, I call the second wave of innovations coming where, um, it's different. It's not what people expect. Its edge edge computing, for instance, has talked about a lot. But industrial i o t. Is really where we've had a lot of problems lately in terms of hacks and malware and just just overall vulnerabilities, whether it's supply chain vulnerabilities, toe actual disinformation, you know, you know, vulnerabilities inside these networks s I think this network effects, it's gonna be a huge thing. I think the impact that tech will have on society and global society geopolitical things gonna be also another one. Um, I think the modern application development of how applications were written with data, you know, we always been saying this day from the beginning of the Cube data is his integral part of the development process. And I think more than ever, when you think about cloud and edge and this distributed computing paradigm, that cloud is now going next level with is the software and how it's written will be different. You gotta handle things like, where's the compute component? Is it gonna be at the edge with all the server chips, innovations that Amazon apple intel of doing, you're gonna have compute right at the edge, industrial and kind of human edge. How does that work? What's Leighton see to that? It's it really is an edge game. So to me, software has to be written holistically in a system's impact on the way. Now that's not necessarily nude in the computer science and in the tech field, it's just gonna be deployed differently. So that's a complete rewrite, in my opinion of the software applications. Which is why you're seeing Amazon Google VM Ware really pushing Cooper Netease and these service messes in the micro Services because super critical of this technology become smarter, automated, autonomous. And that's completely different paradigm in the old full stack developer, you know, kind of model. You know, the full stack developer, his ancient. There's no such thing as a full stack developer anymore, in my opinion, because it's a half a stack because the cloud takes up the other half. But no one wants to be called the half stack developer because it doesn't sound as good as Full Stack, but really Cloud has eliminated the technology complexity of what a full stack developer used to dio. Now you can manage it and do things with it, so you know, there's some work to done, but the heavy lifting but taking care of it's the top of the stack that I think is gonna be a really critical component. >>Yeah, and that that sort of automation and machine intelligence layer is really at the top of the stack. This this thing becomes ubiquitous, and we now start to build businesses and new processes on top of it. I wanna I wanna take a look at the Big Three and guys, Can we bring up the other The next graphic, which is an estimate of what the revenue looks like for the for the Big three. And John, this is I asked and past spend for the Big Three Cloud players. And it's It's an estimate that we're gonna update after earning seasons, and I wanna point a couple things out here. First is if you look at the combined revenue production of the Big Three last year, it's almost 80 billion in infrastructure spend. I mean, think about that. That Z was that incremental spend? No. It really has caused a lot of consolidation in the on Prem data center business for guys like Dell. And, you know, um, see, now, part of the LHP split up IBM Oracle. I mean, it's etcetera. They've all felt this sea change, and they had to respond to it. I think the second thing is you can see on this data. Um, it's true that azure and G C P they seem to be growing faster than a W s. We don't know the exact numbers >>because >>A W S is the only company that really provides a clean view of i s and pass. Whereas Microsoft and Google, they kind of hide the ball in their numbers. I mean, I don't blame them because they're behind, but they do leave breadcrumbs and clues about growth rates and so forth. And so we have other means of estimating, but it's it's undeniable that azure is catching up. I mean, it's still quite distance the third thing, and before I want to get your input here, John is this is nuanced. But despite the fact that Azure and Google the growing faster than a W s. You can see those growth rates. A W s I'll call this out is the only company by our estimates that grew its business sequentially last quarter. Now, in and of itself, that's not significant. But what is significant is because AWS is so large there $45 billion last year, even if the slower growth rates it's able to grow mawr and absolute terms than its competitors, who are basically flat to down sequentially by our estimates. Eso So that's something that I think is important to point out. Everybody focuses on the growth rates, but it's you gotta look at also the absolute dollars and, well, nonetheless, Microsoft in particular, they're they're closing the gap steadily, and and we should talk more about the competitive dynamics. But I'd love to get your take on on all this, John. >>Well, I mean, the clouds are gonna win right now. Big time with the one the political climate is gonna be favoring Big check. But more importantly, with just talking about covert impact and celebrating the digital transformation is gonna create a massive rising tide. It's already happening. It's happening it's happening. And again, this shift in programming, uh, models are gonna really kinda accelerating, create new great growth. So there's no doubt in my mind of all three you're gonna win big, uh, in the future, they're just different, You know, the way they're going to market position themselves, they have to be. Google has to be a little bit different than Amazon because they're smaller and they also have different capabilities, then trying to catch up. So if you're Google or Microsoft, you have to have a competitive strategy to decide. How do I wanna ride the tide If you will put the rising tide? Well, if I'm Amazon, I mean, if I'm Microsoft and Google, I'm not going to try to go frontal and try to copy Amazon because Amazon is just pounding lead of features and scale and they're different. They were, I would say, take advantage of the first mover of pure public cloud. They really awesome. It passed and I, as they've integrated in Gardner, now reports and integrated I as and passed components. So Gardner finally got their act together and said, Hey, this is really one thing. SAS is completely different animal now Microsoft Super Smart because they I think they played the right card. They have a huge installed base converted to keep office 3 65 and move sequel server and all their core jewels into the cloud as fast as possible, clarified while filling in the gaps on the product side to be cloud. So you know, as you're doing trends job, they're just it's just pedal as fast as you can. But Microsoft is really in. The strategy is just go faster trying. Keep pedaling fast, get the features, feature velocity and try to make it high quality. Google is a little bit different. They have a little power base in terms of their network of strong, and they have a lot of other big data capabilities, so they have to use those to their advantage. So there is. There is there is competitive strategy game application happening with these companies. It's not like apples, the apples, In my opinion, it never has been, and I think that's funny that people talk about it that way. >>Well, you're bringing up some great points. I want guys bring up the next graphic because a lot of things that John just said are really relevant here. And what we're showing is that's a survey. Data from E. T. R R Data partners, like 1400 plus CEOs and I T buyers and on the vertical axis is this thing called Net score, which is a measure of spending momentum. And the horizontal axis is is what's called market share. It's a measure of the pervasiveness or, you know, number of mentions in the data set. There's a couple of key points I wanna I wanna pick up on relative to what John just said. So you see A W S and Microsoft? They stand alone. I mean, they're the hyper scale er's. They're far ahead of the pack and frankly, they have fall down, toe, lose their lead. They spend a lot on Capex. They got the flywheel effects going. They got both spending velocity and large market shares, and so, but they're taking a different approach. John, you're right there living off of their SAS, the state, their software state, Andi, they're they're building that in to their cloud. So they got their sort of a captive base of Microsoft customers. So they've got that advantage. They also as we'll hear from from Microsoft today. They they're building mawr abstraction layers. Andy Jassy has said We don't wanna be in that abstraction layer business. We wanna have access to those, you know, fine grain primitives and eso at an AP level. So so we can move fast with the market. But but But so those air sort of different philosophies, John? >>Yeah. I mean, you know, people who know me know that I love Amazon. I think their product is superior at many levels on in its way that that has advantages again. They have a great sass and ecosystem. They don't really have their own SAS play, although they're trying to add some stuff on. I've been kind of critical of Microsoft in the past, but one thing I'm not critical of Microsoft, and people can get this wrong in the marketplace. Actually, in the journalism world and also in just some other analysts, Microsoft has always had large scale eso to say that Microsoft never had scale on that Amazon owned the monopoly on our franchise on scales wrong. Microsoft had scale from day one. Their business was always large scale global. They've always had infrastructure with MSN and their search and the distributive how they distribute browsers and multiple countries. Remember they had the lock on the operating system and the browser for until the government stepped in in 1997. And since 1997 Microsoft never ever not invested in infrastructure and scale. So that whole premise that they don't compete well there is wrong. And I think that chart demonstrates that there, in there in the hyper scale leadership category, hands down the question that I have. Is that there not as good and making that scale integrate in because they have that legacy cards. This is the classic innovator's dilemma. Clay Christensen, right? So I think they're doing a good job. I think their strategy sound. They're moving as fast as they can. But then you know they're not gonna come out and say We don't have the best cloud. Um, that's not a marketing strategy. Have to kind of hide in this and get better and then double down on where they're winning, which is. Clients are converting from their legacy at the speed of Microsoft, and they have a huge client base, So that's why they're stopping so high That's why they're so good. >>Well, I'm gonna I'm gonna give you a little preview. I talked to gear up your f Who's gonna come on today and you'll see I I asked him because the criticism of Microsoft is they're, you know, they're just good enough. And so I asked him, Are you better than good enough? You know, those are fighting words if you're inside of Microsoft, but so you'll you'll have to wait to see his answer. Now, if you guys, if you could bring that that graphic back up I wanted to get into the hybrid zone. You know where the field is. Always got >>some questions coming in on chat, Dave. So we'll get to those >>great Awesome. So just just real quick Here you see this hybrid zone, this the field is bunched up, and the other companies who have a large on Prem presence and have been forced to initiate some kind of coherent cloud strategy included. There is Michael Michael, multi Cloud, and Google's there, too, because they're far behind and they got to take a different approach than a W s. But as you can see, so there's some real progress here. VM ware cloud on AWS stands out, as does red hat open shift. You got VM Ware Cloud, which is a VCF Cloud Foundation, even Dell's cloud. And you'd expect HP with Green Lake to be picking up momentum in the future quarters. And you've got IBM and Oracle, which there you go with the innovator's dilemma. But there, at least in the cloud game, and we can talk about that. But so, John, you know, to your point, you've gotta have different strategies. You're you're not going to take out the big too. So you gotta play, connect your print your on Prem to your cloud, your hybrid multi cloud and try to create new opportunities and new value there. >>Yeah, I mean, I think we'll get to the question, but just that point. I think this Zeri Chen's come on the Cube many times. We're trying to get him to come on lunch today with Features startup, but he's always said on the Q B is a V C at Greylock great firm. Jerry's Cloud genius. He's been there, but he made a point many, many years ago. It's not a winner. Take all the winner. Take most, and the Big Three maybe put four or five in there. We'll take most of the markets here. But I think one of the things that people are missing and aren't talking about Dave is that there's going to be a second tier cloud, large scale model. I don't want to say tear to cloud. It's coming to sound like a sub sub cloud, but a new category of cloud on cloud, right? So meaning if you get a snowflake, did I think this is a tale? Sign to what's coming. VM Ware Cloud is a native has had huge success, mainly because Amazon is essentially enabling them to be successful. So I think is going to be a wave of a more of a channel model of indirect cloud build out where companies like the Cube, potentially for media or others, will build clouds on top of the cloud. So if Google, Microsoft and Amazon, whoever is the first one to really enable that okay, we'll do extremely well because that means you can compete with their scale and create differentiation on top. So what snowflake did is all on Amazon now. They kind of should go to azure because it's, you know, politically correct that have multiple clouds and distribution and business model shifts. But to get that kind of performance they just wrote on Amazon. So there's nothing wrong with that. Because you're getting paid is variable. It's cap ex op X nice categorization. So I think that's the way that we're watching. I think it's super valuable, I think will create some surprises in terms of who might come out of the woodwork on be a leader in a category. Well, >>your timing is perfect, John and we do have some questions in the chat. But before we get to that, I want to bring in Sargi Joe Hall, who's a contributor to to our community. Sargi. Can you hear us? All right, so we got, uh, while >>bringing in Sarpy. Let's go down from the questions. So the first question, Um, we'll still we'll get the student second. The first question. But Ronald ask, Can a vendor in 2021 exist without a hybrid cloud story? Well, story and capabilities. Yes, they could live with. They have to have a story. >>Well, And if they don't own a public cloud? No. No, they absolutely cannot. Uh hey, Sergey. How you doing, man? Good to see you. So, folks, let me let me bring in Sergeant Kohala. He's a He's a cloud architect. He's a practitioner, He's worked in as a technologist. And there's a frequent guest on on the Cube. Good to see you, my friend. Thanks for taking the time with us. >>And good to see you guys to >>us. So we were kind of riffing on the competitive landscape we got. We got so much to talk about this, like, it's a number of questions coming in. Um, but Sargi we wanna talk about you know, what's happening here in Cloud Land? Let's get right into it. I mean, what do you guys see? I mean, we got yesterday. New regime, new inaug inauguration. Do you do you expect public policy? You'll start with you Sargi to have What kind of effect do you think public policy will have on, you know, cloud generally specifically, the big tech companies, the tech lash. Is it gonna be more of the same? Or do you see a big difference coming? >>I think that there will be some changing narrative. I believe on that. is mainly, um, from the regulators side. A lot has happened in one month, right? So people, I think are losing faith in high tech in a certain way. I mean, it doesn't, uh, e think it matters with camp. You belong to left or right kind of thing. Right? But parlor getting booted out from Italy s. I think that was huge. Um, like, how do you know that if a cloud provider will not boot you out? Um, like, what is that line where you draw the line? What are the rules? I think that discussion has to take place. Another thing which has happened in the last 23 months is is the solar winds hack, right? So not us not sort acknowledging that I was Russia and then wish you watching it now, new administration might have a different sort of Boston on that. I think that's huge. I think public public private partnership in security arena will emerge this year. We have to address that. Yeah, I think it's not changing. Uh, >>economics economy >>will change gradually. You know, we're coming out off pandemic. The money is still cheap on debt will not be cheap. for long. I think m and a activity really will pick up. So those are my sort of high level, Uh, >>thank you. I wanna come back to them. And because there's a question that chat about him in a But, John, how do you see it? Do you think Amazon and Google on a slippery slope booting parlor off? I mean, how do they adjudicate between? Well, what's happening in parlor? Uh, anything could happen on clubhouse. Who knows? I mean, can you use a I to find that stuff? >>Well, that's I mean, the Amazons, right? Hiding right there bunkered in right now from that bad, bad situation. Because again, like people we said Amazon, these all three cloud players win in the current environment. Okay, Who wins with the U. S. With the way we are China, Russia, cloud players. Okay, let's face it, that's the reality. So if I wanted to reset the world stage, you know what better way than the, you know, change over the United States economy, put people out of work, make people scared, and then reset the entire global landscape and control all with cash? That's, you know, conspiracy theory. >>So you see the riches, you see the riches, get the rich, get richer. >>Yeah, well, that's well, that's that. That's kind of what's happening, right? So if you start getting into this idea that you can't actually have an app on site because the reason now I'm not gonna I don't know the particular parlor, but apparently there was a reason. But this is dangerous, right? So what? What that's gonna do is and whether it's right or wrong or not, whether political opinion is it means that they were essentially taken offline by people that weren't voted for that. Weren't that when people didn't vote for So that's not a democracy, right? So that's that's a different kind of regime. What it's also going to do is you also have this groundswell of decentralized thinking, right. So you have a whole wave of crypto and decentralized, um, cyber punks out there who want to decentralize it. So all of this stuff in January has created a huge counterculture, and I had predicted this so many times in the Cube. David counterculture is coming and and you already have this kind of counterculture between centralized and decentralized thinking and so I think the Amazon's move is dangerous at a fundamental level. Because if you can't get it, if you can't get buy domain names and you're completely blackballed by by organized players, that's a Mafia, in my opinion. So, uh, and that and it's also fuels the decentralized move because people say, Hey, if that could be done to them, it could be done to me. Just the fact that it could be done will promote a swing in the other direction. I >>mean, independent of of, you know, again, somebody said your political views. I mean Parlor would say, Hey, we're trying to clean this stuff up now. Maybe they didn't do it fast enough, but you think about how new parlor is. You think about the early days of Twitter and Facebook, so they were sort of at a disadvantage. Trying to >>have it was it was partly was what it was. It was a right wing stand up job of standing up something quick. Their security was terrible. If you look at me and Cory Quinn on be great to have him, and he did a great analysis on this, because if you look the lawsuit was just terrible. Security was just a half, asshole. >>Well, and the experience was horrible. I mean, it's not It was not a great app, but But, like you said, it was a quick stew. Hand up, you know, for an agenda. But nonetheless, you know, to start, get to your point earlier. It's like, you know, Are they gonna, you know, shut me down? If I say something that's, you know, out of line, or how do I control that? >>Yeah, I remember, like, 2019, we involved closing sort of remarks. I was there. I was saying that these companies are gonna be too big to fail. And also, they're too big for other nations to do business with. In a way, I think MNCs are running the show worldwide. They're running the government's. They are way. Have seen the proof of that in us this year. Late last year and this year, um, Twitter last night blocked Chinese Ambassador E in us. Um, from there, you know, platform last night and I was like, What? What's going on? So, like, we used to we used to say, like the Chinese company, tech companies are in bed with the Chinese government. Right. Remember that? And now and now, Actually, I think Chinese people can say the same thing about us companies. Uh, it's not a good thing. >>Well, let's >>get some question. >>Let's get some questions from the chat. Yeah. Thank you. One is on M and a subject you mentioned them in a Who do you see is possible emanate targets. I mean, I could throw a couple out there. Um, you know, some of the cdn players, maybe aka my You know, I like I like Hashi Corp. I think they're doing some really interesting things. What do you see? >>Nothing. Hashi Corp. And anybody who's doing things in the periphery is a candidate for many by the big guys, you know, by the hyper scholars and number two tier two or five hyper scholars. Right. Uh, that's why sales forces of the world and stuff like that. Um, some some companies, which I thought there will be a target, Sort of. I mean, they target they're getting too big, because off their evaluations, I think how she Corpuz one, um, >>and >>their bunch in the networking space. Uh, well, Tara, if I say the right that was acquired by at five this week, this week or last week, Actually, last week for $500 million. Um, I know they're founder. So, like I found that, Yeah, there's a lot going on on the on the network side on the anything to do with data. Uh, that those air too hard areas in the cloud arena >>data, data protection, John, any any anything you could adhere. >>And I think I mean, I think ej ej is gonna be where the gaps are. And I think m and a activity is gonna be where again, the bigger too big to fail would agree with you on that one. But we're gonna look at white Spaces and say a white space for Amazon is like a monster space for a start up. Right? So you're gonna have these huge white spaces opportunities, and I think it's gonna be an M and a opportunity big time start ups to get bought in. Given the speed on, I think you're gonna see it around databases and around some of these new service meshes and micro services. I mean, >>they there's a There's a question here, somebody's that dons asking why is Google who has the most pervasive tech infrastructure on the planet. Not at the same level of other to hyper scale is I'll give you my two cents is because it took him a long time to get their heads out of their ads. I wrote a piece of around that a while ago on they just they figured out how to learn the enterprise. I mean, John, you've made this point a number of times, but they just and I got a late start. >>Yeah, they're adding a lot of people. If you look at their who their hiring on the Google Cloud, they're adding a lot of enterprise chops in there. They realized this years ago, and we've talked to many of the top leaders, although Curry and hasn't yet sit down with us. Um, don't know what he's hiding or waiting for, but they're clearly not geared up to chicken Pete. You can see it with some some of the things that they're doing, but I mean competed the level of Amazon, but they have strength and they're playing their strength, but they definitely recognize that they didn't have the enterprise motions and people in the DNA and that David takes time people in the enterprise. It's not for the faint of heart. It's unique details that are different. You can't just, you know, swing the Google playbook and saying We're gonna home The enterprises are text grade. They knew that years ago. So I think you're going to see a good year for Google. I think you'll see a lot of change. Um, they got great people in there. On the product marketing side is Dev Solution Architects, and then the SRE model that they have perfected has been strong. And I think security is an area that they could really had a lot of value it. So, um always been a big fan of their huge network and all the intelligence they have that they could bring to bear on security. >>Yeah, I think Google's problem main problem that to actually there many, but one is that they don't They don't have the boots on the ground as compared to um, Microsoft, especially an Amazon actually had a similar problem, but they had a wide breath off their product portfolio. I always talk about feature proximity in cloud context, like if you're doing one thing. You wanna do another thing? And how do you go get that feature? Do you go to another cloud writer or it's right there where you are. So I think Amazon has the feature proximity and they also have, uh, aske Compared to Google, there's skills gravity. Larger people are trained on AWS. I think Google is trying there. So second problem Google is having is that that they're they're more focused on, I believe, um, on the data science part on their sort of skipping the cool components sort of off the cloud, if you will. The where the workloads needs, you know, basic stuff, right? That's like your compute storage and network. And that has to be well, talk through e think e think they will do good. >>Well, so later today, Paul Dillon sits down with Mids Avery of Google used to be in Oracle. He's with Google now, and he's gonna push him on on the numbers. You know, you're a distant third. Does that matter? And of course, you know, you're just a preview of it's gonna say, Well, no, we don't really pay attention to that stuff. But, John, you said something earlier that. I think Jerry Chen made this comment that, you know, Is it a winner? Take all? No, but it's a winner. Take a lot. You know the number two is going to get a big chunk of the pie. It appears that the markets big enough for three. But do you? Does Google have to really dramatically close the gap on be a much, much closer, you know, to the to the leaders in orderto to compete in this race? Or can they just kind of continue to bump along, siphon off the ad revenue? Put it out there? I mean, I >>definitely can compete. I think that's like Google's in it. Then it they're not. They're not caving, right? >>So But But I wrote I wrote recently that I thought they should even even put mawr oven emphasis on the cloud. I mean, maybe maybe they're already, you know, doubling down triple down. I just I think that is a multi trillion dollar, you know, future for the industry. And, you know, I think Google, believe it or not, could even do more. Now. Maybe there's just so much you could dio. >>There's a lot of challenges with these company, especially Google. They're in Silicon Valley. We have a big Social Justice warrior mentality. Um, there's a big debate going on the in the back channels of the tech scene here, and that is that if you want to be successful in cloud, you have to have a good edge strategy, and that involves surveillance, use of data and pushing the privacy limits. Right? So you know, Google has people within the country that will protest contract because AI is being used for war. Yet we have the most unstable geopolitical seen that I've ever witnessed in my lifetime going on right now. So, um, don't >>you think that's what happened with parlor? I mean, Rob Hope said, Hey, bar is pretty high to kick somebody off your platform. The parlor went over the line, but I would also think that a lot of the employees, whether it's Google AWS as well, said, Hey, why are we supporting you know this and so to your point about social justice, I mean, that's not something. That >>parlor was not just social justice. They were trying to throw the government. That's Rob e. I think they were in there to get selfies and being protesters. But apparently there was evidence from what I heard in some of these clubhouse, uh, private chats. Waas. There was overwhelming evidence on parlor. >>Yeah, but my point is that the employee backlash was also a factor. That's that's all I'm saying. >>Well, we have Google is your Google and you have employees to say we will boycott and walk out if you bid on that jet I contract for instance, right, But Microsoft one from maybe >>so. I mean, that's well, >>I think I think Tom Poole's making a really good point here, which is a Google is an alternative. Thio aws. The last Google cloud next that we were asked at they had is all virtual issue. But I saw a lot of I T practitioners in the audience looking around for an alternative to a W s just seeing, though, we could talk about Mano Cloud or Multi Cloud, and Andy Jassy has his his narrative around, and he's true when somebody goes multiple clouds, they put you know most of their eggs in one basket. Nonetheless, I think you know, Google's got a lot of people interested in, particularly in the analytic side, um, in in an alternative, hedging their bets eso and particularly use cases, so they should be able to do so. I guess my the bottom line here is the markets big enough to have Really? You don't have to be the Jack Welch. I gotta be number one and number two in the market. Is that the conclusion here? >>I think so. But the data gravity and the skills gravity are playing against them. Another problem, which I didn't want a couple of earlier was Google Eyes is that they have to boot out AWS wherever they go. Right? That is a huge challenge. Um, most off the most off the Fortune 2000 companies are already using AWS in one way or another. Right? So they are the multi cloud kind of player. Another one, you know, and just pure purely somebody going 200% Google Cloud. Uh, those cases are kind of pure, if you will. >>I think it's gonna be absolutely multi cloud. I think it's gonna be a time where you looked at the marketplace and you're gonna think in terms of disaster recovery, model of cloud or just fault tolerant capabilities or, you know, look at the parlor, the next parlor. Or what if Amazon wakes up one day and said, Hey, I don't like the cubes commentary on their virtual events, so shut them down. We should have a fail over to Google Cloud should Microsoft and Option. And one of people in Microsoft ecosystem wants to buy services from us. We have toe kind of co locate there. So these are all open questions that are gonna be the that will become certain pretty quickly, which is, you know, can a company diversify their computing An i t. In a way that works. And I think the momentum around Cooper Netease you're seeing as a great connective tissue between, you know, having applications work between clouds. Right? Well, directionally correct, in my opinion, because if I'm a company, why wouldn't I wanna have choice? So >>let's talk about this. The data is mixed on that. I'll share some data, meaty our data with you. About half the companies will say Yeah, we're spreading the wealth around to multiple clouds. Okay, That's one thing will come back to that. About the other half were saying, Yeah, we're predominantly mono cloud we didn't have. The resource is. But what I think going forward is that that what multi cloud really becomes. And I think John, you mentioned Snowflake before. I think that's an indicator of what what true multi cloud is going to look like. And what Snowflake is doing is they're building abstraction, layer across clouds. Ed Walsh would say, I'm standing on the shoulders of Giants, so they're basically following points of presence around the globe and building their own cloud. They call it a data cloud with a global mesh. We'll hear more about that later today, but you sign on to that cloud. So they're saying, Hey, we're gonna build value because so many of Amazon's not gonna build that abstraction layer across multi clouds, at least not in the near term. So that's a really opportunity for >>people. I mean, I don't want to sound like I'm dating myself, but you know the date ourselves, David. I remember back in the eighties, when you had open systems movement, right? The part of the whole Revolution OS I open systems interconnect model. At that time, the networking stacks for S N A. For IBM, decadent for deck we all know that was a proprietary stack and then incomes TCP I p Now os I never really happened on all seven layers, but the bottom layers standardized. Okay, that was huge. So I think if you look at a W s or some of the comments in the chat AWS is could be the s n a. Depends how you're looking at it, right? And you could say they're open. But in a way, they want more Amazon. So Amazon's not out there saying we love multi cloud. Why would they promote multi cloud? They are a one of the clouds they want. >>That's interesting, John. And then subject is a cloud architect. I mean, it's it is not trivial to make You're a data cloud. If you're snowflake, work on AWS work on Google. Work on Azure. Be seamless. I mean, certainly the marketing says that, but technically, that's not trivial. You know, there are latent see issues. Uh, you know, So that's gonna take a while to develop. What? Do your thoughts there? >>I think that multi cloud for for same workload and multi cloud for different workloads are two different things. Like we usually put multiple er in one bucket, right? So I think you're right. If you're trying to do multi cloud for the same workload, that's it. That's Ah, complex, uh, problem to solve architecturally, right. You have to have a common ap ice and common, you know, control playing, if you will. And we don't have that yet, and then we will not have that for a for at least one other couple of years. So, uh, if you if you want to do that, then you have to go to the lower, lowest common denominator in technical sort of stock, if you will. And then you're not leveraging the best of the breed technology off their from different vendors, right? I believe that's a hard problem to solve. And in another thing, is that that that I always say this? I'm always on the death side, you know, developer side, I think, uh, two deaths. Public cloud is a proxy for innovative culture. Right. So there's a catch phrase I have come up with today during shower eso. I think that is true. And then people who are companies who use the best of the breed technologies, they can attract the these developers and developers are the Mazen's off This digital sort of empires, amazingly, is happening there. Right there they are the Mazen's right. They head on the bricks. I think if you don't appeal to developers, if you don't but extensive for, like, force behind educating the market, you can't you can't >>put off. It's the same game Stepping story was seeing some check comments. Uh, guard. She's, uh, linked in friend of mine. She said, Microsoft, If you go back and look at the Microsoft early days to the developer Point they were, they made their phones with developers. They were a software company s Oh, hey, >>forget developers, developers, developers. >>You were if you were in the developer ecosystem, you were treated his gold. You were part of the family. If you were outside that world, you were competitors, and that was ruthless times back then. But they again they had. That was where it was today. Look at where the software defined businesses and starve it, saying it's all about being developer lead in this new way to program, right? So the cloud next Gen Cloud is going to look a lot like next Gen Developer and all the different tools and techniques they're gonna change. So I think, yes, this kind of developer ecosystem will be harnessed, and that's the power source. It's just gonna look different. So, >>Justin, Justin in the chat has a comment. I just want to answer the question about elastic thoughts on elastic. Um, I tell you, elastic has momentum uh, doing doing very well in the market place. Thea Elk Stack is a great alternative that people are looking thio relative to Splunk. Who people complain about the pricing. Of course it's plunks got the easy button, but it is getting increasingly expensive. The problem with elk stack is you know, it's open source. It gets complicated. You got a shard, the databases you gotta manage. It s Oh, that's what Ed Walsh's company chaos searches is all about. But elastic has some riel mo mentum in the marketplace right now. >>Yeah, you know, other things that coming on the chat understands what I was saying about the open systems is kubernetes. I always felt was that is a bad metaphor. But they're with me. That was the TCP I peep In this modern era, C t c p I p created that that the disruptor to the S N A s and the network protocols that were proprietary. So what KUBERNETES is doing is creating a connective tissue between clouds and letting the open source community fill in the gaps in the middle, where kind of way kind of probably a bad analogy. But that's where the disruption is. And if you look at what's happened since Kubernetes was put out there, what it's become kind of de facto and standard in the sense that everyone's rallying around it. Same exact thing happened with TCP was people were trashing it. It is terrible, you know it's not. Of course they were trashed because it was open. So I find that to be very interesting. >>Yeah, that's a good >>analogy. E. Thinks the R C a cable. I used the R C. A cable analogy like the VCRs. When they started, they, every VC had had their own cable, and they will work on Lee with that sort of plan of TV and the R C. A cable came and then now you can put any TV with any VCR, and the VCR industry took off. There's so many examples out there around, uh, standards And how standards can, you know, flair that fire, if you will, on dio for an industry to go sort of wild. And another trend guys I'm seeing is that from the consumer side. And let's talk a little bit on the consuming side. Um, is that the The difference wouldn't be to B and B to C is blood blurred because even the physical products are connected to the end user Like my door lock, the August door lock I didn't just put got get the door lock and forget about that. Like I I value the expedience it gives me or problems that gives me on daily basis. So I'm close to that vendor, right? So So the middle men, uh, middle people are getting removed from from the producer off the technology or the product to the consumer. Even even the sort of big grocery players they have their APs now, uh, how do you buy stuff and how it's delivered and all that stuff that experience matters in that context, I think, um, having, uh, to be able to sell to thes enterprises from the Cloud writer Breuder's. They have to have these case studies or all these sample sort off reference architectures and stuff like that. I think whoever has that mawr pushed that way, they are doing better like that. Amazon is Amazon. Because of that reason, I think they have lot off sort off use cases about on top of them. And they themselves do retail like crazy. Right? So and other things at all s. So I think that's a big trend. >>Great. Great points are being one of things. There's a question in there about from, uh, Yaden. Who says, uh, I like the developer Lead cloud movement, But what is the criticality of the executive audience when educating the marketplace? Um, this comes up a lot in some of my conversations around automation. So automation has been a big wave to automate this automate everything. And then everything is a service has become kind of kind of the the executive suite. Kind of like conversation we need to make everything is a service in our business. You seeing people move to that cloud model. Okay, so the executives think everything is a services business strategy, which it is on some level, but then, when they say Take that hill, do it. Developers. It's not that easy. And this is where a lot of our cube conversations over the past few months have been, especially during the cova with cute virtual. This has come up a lot, Dave this idea, and start being around. It's easy to say everything is a service but will implement it. It's really hard, and I think that's where the developer lead Connection is where the executive have to understand that in order to just say it and do it are two different things. That digital transformation. That's a big part of it. So I think that you're gonna see a lot of education this year around what it means to actually do that and how to implement it. >>I'd like to comment on the as a service and subject. Get your take on it. I mean, I think you're seeing, for instance, with HP Green Lake, Dell's come out with Apex. You know IBM as its utility model. These companies were basically taking a page out of what I what I would call a flawed SAS model. If you look at the SAS players, whether it's salesforce or workday, service now s a P oracle. These models are They're really They're not cloud pricing models. They're they're basically you got to commit to a term one year, two year, three year. We'll give you a discount if you commit to the longer term. But you're locked in on you. You probably pay upfront. Or maybe you pay quarterly. That's not a cloud pricing model. And that's why I mean, they're flawed. You're seeing companies like Data Dog, for example. Snowflake is another one, and they're beginning to price on a consumption basis. And that is, I think, one of the big changes that we're going to see this decade is that true cloud? You know, pay by the drink pricing model and to your point, john toe, actually implement. That is, you're gonna need a whole new layer across your company on it is quite complicated it not even to mention how you compensate salespeople, etcetera. The a p. I s of your product. I mean, it is that, but that is a big sea change that I see coming. Subject your >>thoughts. Yeah, I think like you couldn't see it. And like some things for this big tech exacts are hidden in the plain >>sight, right? >>They don't see it. They they have blind spots, like Look at that. Look at Amazon. They went from Melissa and 200 millisecond building on several s, Right, Right. And then here you are, like you're saying, pay us for the whole year. If you don't use the cloud, you lose it or will pay by month. Poor user and all that stuff like that that those a role models, I think these players will be forced to use that term pricing like poor minute or for a second, poor user. That way, I think the Salesforce moral is hybrid. They're struggling in a way. I think they're trying to bring the platform by doing, you know, acquisition after acquisition to be a platform for other people to build on top off. But they're having a little trouble there because because off there, such pricing and little closeness, if you will. And, uh, again, I'm coming, going, going back to developers like, if you are not appealing to developers who are writing the latest and greatest code and it is open enough, by the way open and open source are two different things that we all know that. So if your platform is not open enough, you will have you know, some problems in closing the deals. >>E. I want to just bring up a question on chat around from Justin didn't fitness. Who says can you touch on the vertical clouds? Has your offering this and great question Great CP announcing Retail cloud inventions IBM Athena Okay, I'm a huge on this point because I think this I'm not saying this for years. Cloud computing is about horizontal scalability and vertical specialization, and that's absolutely clear, and you see all the clouds doing it. The vertical rollouts is where the high fidelity data is, and with machine learning and AI efforts coming out, that's accelerated benefits. There you have tow, have the vertical focus. I think it's super smart that clouds will have some sort of vertical engine, if you will in the clouds and build on top of a control playing. Whether that's data or whatever, this is clearly the winning formula. If you look at all the successful kind of ai implementations, the ones that have access to the most data will get the most value. So, um if you're gonna have a data driven cloud you have tow, have this vertical feeling, Um, in terms of verticals, the data on DSO I think that's super important again, just generally is a strategy. I think Google doing a retail about a super smart because their whole pitches were not Amazon on. Some people say we're not Google, depending on where you look at. So every of these big players, they have dominance in the areas, and that's scarce. Companies and some companies will never go to Amazon for that reason. Or some people never go to Google for other reasons. I know people who are in the ad tech. This is a black and we're not. We're not going to Google. So again, it is what it is. But this idea of vertical specialization relevant in super >>forts, I want to bring to point out to sessions that are going on today on great points. I'm glad you asked that question. One is Alan. As he kicks off at 1 p.m. Eastern time in the transformation track, he's gonna talk a lot about the coming power of ecosystems and and we've talked about this a lot. That that that to compete with Amazon, Google Azure, you've gotta have some kind of specialization and vertical specialization is a good one. But of course, you see in the big Big three also get into that. But so he's talking at one o'clock and then it at 3 36 PM You know this times are strange, but e can explain that later Hillary Hunter is talking about she's the CTO IBM I B M's ah Financial Cloud, which is another really good example of specifying vertical requirements and serving. You know, an audience subject. I think you have some thoughts on this. >>Actually, I lost my thought. E >>think the other piece of that is data. I mean, to the extent that you could build an ecosystem coming back to Alan Nancy's premise around data that >>billions of dollars in >>their day there's billions of dollars and that's the title of the session. But we did the trillion dollar baby post with Jazzy and said Cloud is gonna be a trillion dollars right? >>And and the point of Alan Answer session is he's thinking from an individual firm. Forget the millions that you're gonna save shifting to the cloud on cost. There's billions in ecosystems and operating models. That's >>absolutely the business value. Now going back to my half stack full stack developer, is the business value. I've been talking about this on the clubhouses a lot this past month is for the entrepreneurs out there the the activity in the business value. That's the new the new intellectual property is the business logic, right? So if you could see innovations in how work streams and workflow is gonna be a configured differently, you have now large scale cloud specialization with data, you can move quickly and take territory. That's much different scenario than a decade ago, >>at the point I was trying to make earlier was which I know I remember, is that that having the horizontal sort of features is very important, as compared to having vertical focus. You know, you're you're more healthcare focused like you. You have that sort of needs, if you will, and you and our auto or financials and stuff like that. What Google is trying to do, I think that's it. That's a good thing. Do cook up the reference architectures, but it's a bad thing in a way that you drive drive away some developers who are most of the developers at 80 plus percent, developers are horizontal like you. Look at the look into the psyche of a developer like you move from company to company. And only few developers will say I will stay only in health care, right? So I will only stay in order or something of that, right? So they you have to have these horizontal capabilities which can be applied anywhere on then. On top >>of that, I think that's true. Sorry, but I'll take a little bit different. Take on that. I would say yes, that's true. But remember, remember the old school application developer Someone was just called in Application developer. All they did was develop applications, right? They pick the framework, they did it right? So I think we're going to see more of that is just now mawr of Under the Covers developers. You've got mawr suffer defined networking and software, defined storage servers and cloud kubernetes. And it's kind of like under the hood. But you got your, you know, classic application developer. I think you're gonna see him. A lot of that come back in a way that's like I don't care about anything else. And that's the promise of cloud infrastructure is code. So I think this both. >>Hey, I worked. >>I worked at people solved and and I still today I say into into this context, I say E r P s are the ultimate low code. No code sort of thing is right. And what the problem is, they couldn't evolve. They couldn't make it. Lightweight, right? Eso um I used to write applications with drag and drop, you know, stuff. Right? But But I was miserable as a developer. I didn't Didn't want to be in the applications division off PeopleSoft. I wanted to be on the tools division. There were two divisions in most of these big companies ASAP. Oracle. Uh, like companies that divisions right? One is the cooking up the tools. One is cooking up the applications. The basketball was always gonna go to the tooling. Hey, >>guys, I'm sorry. We're almost out of time. I always wanted to t some of the sections of the day. First of all, we got Holder Mueller coming on at lunch for a power half hour. Um, you'll you'll notice when you go back to the home page. You'll notice that calendar, that linear clock that we talked about that start times are kind of weird like, for instance, an appendix coming on at 1 24. And that's because these air prerecorded assets and rather than having a bunch of dead air, we're just streaming one to the other. So so she's gonna talk about people, process and technology. We got Kathy Southwick, whose uh, Silicon Valley CEO Dan Sheehan was the CEO of Dunkin Brands and and he was actually the c 00 So it's C A CEO connecting the dots to the business. Daniel Dienes is the CEO of you I path. He's coming on a 2:47 p.m. East Coast time one of the hottest companies, probably the fastest growing software company in history. We got a guy from Bain coming on Dave Humphrey, who invested $750 million in Nutanix. He'll explain why and then, ironically, Dheeraj Pandey stew, Minuteman. Our friend interviewed him. That's 3 35. 1 of the sessions are most excited about today is John McD agony at 403 p. M. East Coast time, she's gonna talk about how to fix broken data architectures, really forward thinking stuff. And then that's the So that's the transformation track on the future of cloud track. We start off with the Big Three Milan Thompson Bukovec. At one oclock, she runs a W s storage business. Then I mentioned gig therapy wrath at 1. 30. He runs Azure is analytics. Business is awesome. Paul Dillon then talks about, um, IDs Avery at 1 59. And then our friends to, um, talks about interview Simon Crosby. I think I think that's it. I think we're going on to our next session. All right, so keep it right there. Thanks for watching the Cuban cloud. Uh huh.

>>From around the globe. It's the queue with digital coverage of DockerCon live 2020 brought to you by Docker and its ecosystem partners. >>Hello everyone. Welcome to Docker con 2020 I'm John furrier with the cube. I'm in our Palo Alto studios with our quarantine crew. We have a great lineup here for DockerCon con 2020 virtual event. Normally it was in person face to face. I'll be with you throughout the day from an amazing lineup of content over 50 different sessions, cube tracks, keynotes, and we've got two great co-hosts here with Docker, Jenny Marcio and Brett Fisher. We'll be with you all day, all day today, taking you through the program, helping you navigate the sessions. I'm so excited, Jenny. This is a virtual event. We talk about this. Can you believe it? We're, you know, may the internet gods be with us today and hope everyone's having an easy time getting in. Jenny, Brett, thank you for being here. Hey, >>Yeah. Hi everyone. Uh, so great to see everyone chatting and telling us where they're from. Welcome to the Docker community. We have a great day planned for you >>Guys. Great job. I'm getting this all together. I know how hard it is. These virtual events are hard to pull off. I'm blown away by the community at Docker. The amount of sessions that are coming in the sponsor support has been amazing. Just the overall excitement around the brand and the, and the opportunities given this tough times where we're in. Um, it's super exciting. Again, made the internet gods be with us throughout the day, but there's plenty of content. Uh, Brett's got an amazing all day marathon group of people coming in and chatting. Jenny, this has been an amazing journey and it's a great opportunity. Tell us about the virtual event. Why DockerCon virtual. Obviously everyone's cancelling their events, but this is special to you guys. Talk about Docker con virtual this year. >>Yeah. You know, the Docker community shows up at DockerCon every year and even though we didn't have the opportunity to do an in person event this year, we didn't want to lose the time that we all come together at DockerCon. The conversations, the amazing content and learning opportunities. So we decided back in December to make Docker con a virtual event. And of course when we did that, there was no quarantine. Um, we didn't expect, you know, I certainly didn't expect to be delivering it from my living room, but we were just, I mean we were completely blown away. There's nearly 70,000 people across the globe that have registered for Docker con today. And when you look at backer cons of past right live events, really and more learning are just the tip of the iceberg. And so thrilled to be able to deliver a more inclusive vocal event today. And we have so much planned. Uh, I think Brett, you want to tell us some of the things that you have planned? >>Well, I'm sure I'm going to forget something cause there's a lot going on. But, uh, we've obviously got interviews all day today on this channel with John the crew. Um, Jenny has put together an amazing set of all these speakers all day long in the sessions. And then you have a captain's on deck, which is essentially the YouTube live hangout where we just basically talk shop. Oh, it's all engineers, all day long, captains and special guests. And we're going to be in chat talking to you about answering your questions. Maybe we'll dig into some stuff based on the problems you're having or the questions you have. Maybe there'll be some random demos, but it's basically, uh, not scripted. It's an all day long unscripted event, so I'm sure it's going to be a lot of fun hanging out in there. >>Well guys, I want to just say it's been amazing how you structured this so everyone has a chance to ask questions, whether it's informal laid back in the captain's channel or in the sessions where the speakers will be there with their, with their presentations. But Jenny, I want to get your thoughts because we have a site out there that's structured a certain way for the folks watching. If you're on your desktop, there's a main stage hero. There's then tracks and Brett's running the captain's tracks. You can click on that link and jump into his session all day long. He's got an amazing set of line of sleet, leaning back, having a good time. And then each of the tracks, you can jump into those sessions. It's on a clock. It'll be available on demand. All that content is available if you're on your desktop, if you're on your mobile, it's the same thing. >>Look at the calendar, find the session that you want. If you're interested in it, you could watch it live and chat with the participants in real time or watch it on demand. So there's plenty of content to navigate through. We do have it on a clock and we'll be streaming sessions as they happen. So you're in the moment and that's a great time to chat in real time. But there's more, Jenny, you're getting more out of this event. We, you guys try to bring together the stimulation of community. How does the participants get more out of the the event besides just consuming some of the content all day today? >>Yeah. So first set up your profile, put your picture next to your chat handle and then chat. We have like, uh, John said we have various setups today to help you get the most out of your experience are breakout sessions. The content is prerecorded so you get quality content and the speakers and chat. So you can ask questions the whole time. Um, if you're looking for the hallway track, then definitely check out the captain's on deck channel. Uh, and then we have some great interviews all day on the queue so that up your profile, join the conversation and be kind, right. This is a community event. Code of conduct is linked on every page at the top and just have a great day. >>And Brett, you guys have an amazing lineup on the captain, so you have a great YouTube channel that you have your stream on. So the folks who were familiar with that can get that either on YouTube or on the site. The chat is integrated in, so you're set up, what do you got going on? Give us the highlights. What are you excited about throughout your day? Take us through your program on the captains. That's going to be probably pretty dynamic in the chat too. >>Yeah. Yeah. So, uh, I'm sure we're going to have less, uh, lots of, lots of stuff going on in chat. So no concerns there about, uh, having crickets in the, in the chat. But we're going to, uh, basically starting the day with two of my good Docker captain friends, uh, Nirmal Mehta and Laura taco. And we're going to basically start you out and at the end of this keynote, at the end of this hour, and we're going to get you going. And then you can maybe jump out and go to take some sessions. Maybe there's some cool stuff you want to check out in other sessions that are, you want to chat and talk with the, the instructors, the speakers there, and then you're going to come back to us, right? Or go over, check out the interview. So the idea is you're hopping back and forth and throughout the day we're basically changing out every hour. >>We're not just changing out the, uh, the guests basically, but we're also changing out the topics that we can cover because different guests will have different expertise. We're going to have some special guests in from Microsoft, talk about some of the cool stuff going on there. And basically it's captains all day long. And, uh, you know, if you've been on my YouTube live show you, you've watched that, you've seen a lot of the guests we have on there. I'm lucky to just hang out with all these really awesome people around the world, so it's going to be fun. >>Awesome. And the content again has been preserved. You guys had a great session on call for paper sessions. Jenny, this is good stuff. What are the things can people do to make it interesting? Obviously we're looking for suggestions. Feel free to, to chirp on Twitter about ideas that can be new. But you guys got some surprises. There's some selfies. What else? What's going on? Any secret, uh, surprises throughout the day. >>There are secret surprises throughout the day. You'll need to pay attention to the keynotes. Brett will have giveaways. I know our wonderful sponsors have giveaways planned as well in their sessions. Uh, hopefully right you, you feel conflicted about what you're going to attend. So do know that everything is recorded and will be available on demand afterwards so you can catch anything that you miss. Most of them will be available right after they stream the initial time. >>All right, great stuff. So they've got the Docker selfie. So the Docker selfies, the hashtag is just Docker con hashtag Docker con. If you feel like you want to add some of the hashtag no problem, check out the sessions. You can pop in and out of the captains is kind of the cool, cool. Kids are going to be hanging out with Brett and then all they'll knowledge and learning. Don't miss the keynote. The keynote should be solid. We got changed governor from red monk delivering a keynote. I'll be interviewing him live after his keynote. So stay with us and again, check out the interactive calendar. All you gotta do is look at the calendar and click on the session you want. You'll jump right in. Hop around, give us feedback. We're doing our best. Um, Brett, any final thoughts on what you want to share to the community around, uh, what you got going on the virtual event? Just random thoughts. >>Yeah. Uh, so sorry, we can't all be together in the same physical place. But the coolest thing about as business online is that we actually get to involve everyone. So as long as you have a computer and internet, you can actually attend DockerCon if you've never been to one before. So we're trying to recreate that experience online. Um, like Jenny said, the code of conduct is important. So, you know, we're all in this together with the chat, so try to try to be nice in there. These are all real humans that, uh, have feelings just like me. So let's, let's try to keep it cool and, uh, over in the Catherine's channel be taking your questions and maybe playing some music, playing some games, giving away some free stuff. Um, while you're, you know, in between sessions learning. Oh yeah. >>And I gotta say props to your rig. You've got an amazing setup there, Brett. I love what your show you do. It's really bad ass and kick ass. So great stuff. Jenny sponsors ecosystem response to this event has been phenomenal. The attendance 67,000. We're seeing a surge of people hitting the site now. So, um, if you're not getting in, just, you know, just wait going, we're going to crank through the queue, but the sponsors on the ecosystem really delivered on the content side and also the sport. You want to share a few shout outs on the sponsors who really kind of helped make this happen. >>Yeah, so definitely make sure you check out the sponsor pages and you go, each page is the actual content that they will be delivering. So they are delivering great content to you. Um, so you can learn and a huge thank you to our platinum and gold authors. >>Awesome. Well I got to say, I'm super impressed. I'm looking forward to the Microsoft Amazon sessions, which are going to be good. And there's a couple of great customer sessions there and you know, I tweeted this out last night and let them get you guys' reaction to this because you know, there's been a lot of talk around the covert crisis that we're in, but there's also a positive upshot to this is Cambridge and explosion of developers that are going to be building new apps. And I said, you know, apps apps aren't going to just change the world. They're gonna save the world. So a lot of the theme years, the impact that developers are having right now in the current situation, you know, if we get the goodness of compose and all the things going on in Docker and the relationships, this real impact happening with the developer community. And it's pretty evident in the program and some of the talks and some of the examples how containers and microservices are certainly changing the world and helping save the world. Your thoughts. >>Yeah. So if you, I think we have a, like you said, a number of sessions and interviews in the program today that really dive into that. And even particularly around coven, um, Clemente is sharing his company's experience, uh, from being able to continue operations in Italy when they were completely shut down. Uh, beginning of March, we have also in the cube channel several interviews about from the national Institute of health and precision cancer medicine at the end of the day. And you just can really see how containerization and, uh, developers are moving in industry and, and really humanity forward because of what they're able to build and create, uh, with advances in technology. Yeah. >>And first responders and these days is developers. Brett compose is getting a lot of traction on Twitter. I can see some buzz already building up. There's huge traction with compose, just the ease of use and almost a call for arms for integrating into all the system language libraries. I mean, what's going on with compose? I mean, what's the captain say about this? I mean, it seems to be really tracking in terms of demand and interest. >>Yeah, it's, it's a, I think we're over 700,000 composed files on GitHub. Um, so it's definitely beyond just the standard Docker run commands. It's definitely the next tool that people use to run containers. Um, just by having that we just by, and that's not even counting. I mean, that's just counting the files that are named Docker compose Yammel so I'm sure a lot of you out there have created a gamma file to manage your local containers or even on a server with Docker compose. And the nice thing is, is Docker is doubling down on that. So we've gotten some news recently, um, from them about what they want to do with opening the spec up, getting more companies involved, because compose is already gathered so much interest from the community. You know, AWS has importers, there's Kubernetes importers for it. So there's more stuff coming and we might just see something here in a few minutes. >>Well, let's get into the keynote. Guys, jump into the keynote. If you missed anything, come back to the stream, check out the sessions, check out the calendar. Let's go. Let's have a great time. Have some fun. Thanks for enjoy the rest of the day. We'll see you soon..

>> live from Washington, D. C. It's the Cube covering a ws public sector summit by Amazon Web services. >> Welcome back, everyone. You are watching the Cuban. We're kicking off our day two of our live coverage a ws public sector summit here in our nation's capital. I'm Rebecca Knight co hosting with John Fer Yer John. It's great to be here. 18,000 people having important conversations around around governments and cloud computing. Let's extract the signal from the noise. Let's do with the Cube. Does best, >> Yeah, I mean, this is to me a really exciting event because it's got the confluence of what we love tech and cloud computing and all the awesomeness of that and that enables. But even in Washington, D. C. With the backdrop against tech clash on this, you know, narrative run tech for illah tech for bad, bad check whatever you want to call it. Anti trust is a lot of narratives around that there's a huge story around check for good. So I think there's an interesting balance there around the conversations, but this is world of heavy hitters are this week You've got senior people at the government level here, you have senior tech people hear all kind of meddling and trying to figure out howto let the tail winds of cloud computing Dr Change within government against this backdrop of tech for ill as Jay Carney, whose the global marketing policy guy for Amazon on reports to Jeff Bezos, former Obama press secretary. He's super savvy on policy, super savvy on tech. But this is a really big point in time where the future's gonna be determined by some key people and some key decisions around the role of technology for society, for the citizens, United States, for nation states as people start to figure out the role of data and all the impact of this so super exciting at that level, but also dangerous and people are telling a little bit. But I also want to run hard. That's pretty much the big story. >> So let's let's let's get into this tech backlash because you're absolutely right. Through the public, sentiment about technology and the tech behemoths has really soured. The regulators are sharpening their blades and really paying much more attention, uh, particularly because so many people say, Hey, wait a minute, why? How does Google and Facebook know all this stuff about me, but what do you think? What are we hearing on the ground in terms of where regulation is going? Before, before the cameras were rolling, you were talking about this idea of regulators working closely with the innovators, observing but not meddling. I mean, do you think that that's that's That's these dollars underwears We're going in? >> Well, not really. I think that that's where people wanted to go in. I think right now the the surprise attack of tech taking over, if you will in the minds of people and or without Israel or not, it's happened, right? So I was talking yesterday around how the Internet, when Bill Clinton was president, really grew a little bit slower than the pace of this today. But they did a good job of managing that they had private sectors take over the domain name system. We saw that grow that created in the open Web and the Web was open. Today it's different. It's faster in terms of technology innovation, and it's not as open. You have Facebook, LinkedIn and these companies that have silos of data, and they're not sharing it with cyber security General Keith Alexander, former head of the NSA and the first commander of cyber command in the U. S. The United States under Obama. He pointed out that visibility into the cyber attacks aren't there because there's no sharing of data. We heard about open data and knishes from a think tank. The role of data and information is going to be a critical conversation, and I don't think the government officials are smart enough and educated enough yet to understand that So regulatory groups want to regulate they don't know how to. They're reaching out the Amazons, Google's and the Facebook to try to figure out what's going on. And then from there they might get a path. But they're still in the early stages. Amazon feels like they're not harming anyone there. Lower prices, fast delivery, more options. They're creating an enablement environment for tons of startups, so they feel like they're not harming anyone. You're the antitrust, but if they're going to being monopolizing the market place, that's another issue. But I still think Amazon still an enabling mode, and I think you know, they're just running so hard. It's going so fast, I think there's gonna be a big challenge. And if industry doesn't step up and partner with government, it's going to be a real mess. And I think it's just moving too fast. It's very complicated. Digital is nuanced. Now. You get the role of data all this place into into into effect there. >> Well, you're absolutely right that it's going fast. Teresa Carlson on the other day talking about eight of US growth, UH, 41% year over year and she said, Cloud is the new normal. The cloud cloud is here more and more governments on state and local, really recognizing and obviously international countries to recognize that this, this is they're adopting these cloud first approach is, >> yeah, I mean, I think the first approach is validated 100%. There's no debate. I think it's not an ah ha moment. Cloud Israel. Amazon has absolutely proven since the CIA deal in 2013 that this is a viable strategy for government to get to value fast, and that is the whole speed of cloud game. It's all about time to value with agility. Eccentric center. We've been talking about that with Dev Ops for a long, long time. The real thing that I think's happening that's going on. That's kind of, you know, to read the tea leaves and we'll hear from Corey Quinn. Our host at large will go on later. This is a new generation of talent coming on board and this new generation. It feels like a counterculture mindset. These are Dev ops, mindset, people not necessarily Dev ops like in the Cloud Computing Way. They're younger, they're thinking differently, and they think like Amazon not because they love Amazon, because that's their nature. Their got their getting content in a digital way, their digital natives. They're born into that kind of cultural mindset. Of what is all this nonsense red tape? What's the bottlenecked in solving these problems? There's really not a good answer anymore, because with cloud computing and machine learning an A I, you can solve things faster. So if you expose the data, smart people go well. That's a problem that could be song. Let's solve it. So I think there's going to be a resurgence is going to be a renaissance of of younger people, kind of in a counter culture way that's going to move fast and an impact society and I think it's gonna happen pretty quickly over the next 10 years. >> Well, that's one of the things that's so inspiring about being at a conference like this one a ws public sector summit, Because we are hearing getting back to what you just said. We're solving problems and these air problems about not just selling more widgets. This's actually about saving lives, helping people, delivery of healthcare, finding Mr Missing Persons and POWs who are missing in action. >> I mean, the problems could be solved with technology now for goodwill, I think will outweigh the technology for Ayla's Jay Carney calls it. So right now, unfortunately, was talking about Facebook and all this nonsense that happened with the elections. I think that's pretty visible. That's painful for people to kind of deal with. But in the reality that never should have happened, I think you're going to see a resurgence of people that's going to solve problems. And if you look at the software developer persona over the past 10 to 15 years, it went from hire. Some developers build a product ship it market. It makes some money to developers being the frontlines. Power players in software companies there on the front lines. They're making changes. They're moving fast, creating value. I see that kind of paradigm hitting normal people where they can impact change like a developer would foran application in society. I think you're gonna have younger people solving all kinds of crisis around. Whether it's open opioid crisis, healthcare, these problems will be solved. I think cloud computing with a I and machine learning and the role of data will be a big catalyst. >> But money, the money, the money is the thing we're going to have Cory Quinn on later talking about this this talent gap because there are people who are, As you said, they're young people who are motivated to solve these problems, and they want to work for mission driving institutions. What better mission, then helping the United States government >> just heard in the hallway? This has been the I've heard this multiple times here. This show I just heard someone saying Yeah, but that person's great. I can't keep them. What's happening is with the talent is the people that they need for cloud computing. Khun, get a job that pays three times Mohr orm or at the private sector. So, you know, Governor doesn't have stock options, >> right? All right, all right. If >> you're, ah, machine learning, >> people call girls in the lounge. >> Eso all kinds of different diners. But I think this mission driven culture of working for society for good might be that currency. That will be the equivalent stock option that I think is something that we were watching. Not haven't seen anything yet, But maybe that will happen. >> Paid in good feelings way. We've got a lot of great guests. Wave already teed up. We've got your E. Quinn. Bill Britain from Cal Poly to talk more about ground station. We have alien Gemma Smith of YSL Itics, uh, and Jameel Jaffer. >> Think ground station. But the biggest surprise for me and the show so far has been ground station that that product has got so much traction. That's ridiculous. I thought it would be kind of cool. Spacey. I like it, but it's turning into a critical need for a I ot I mean, I was just talking with you. Came on about the airplane having WiFi on the plane. We all like Wow, we expected now, but you go back years ago is like, Oh, my God. I got WiFi on the plane. That's a ground station, like dynamic people going. Oh, my God. I can provision satellite and get data back, all for io ti anywhere in the world. So that is pretty killer. >> Excellently. I'm looking forward to digging in with you with many guests today. >> Good. >> I'm Rebecca Knight. For John. For your stay tuned, you are watching the Cube.

>> Announcer: Live from Washington D.C. It's theCUBE! Covering AWS Public Sector Summit. Brought to you by Amazon Web Services. >> Welcome back everyone to theCUBE's live coverage of AWS Public Sector here in beautiful Washington D.C. Springtime in D.C., there's no better time to be here. I'm your host, Rebecca Knight, co-hosting along with John Furrier, always so much fun to work with you. >> Great to see you. >> And this is a very exciting event for you in particular 'cause you've been doing a lot of great reporting around the modernization of IT in government. I'd love to have you just start riffing, John. What's on your mind right now coming into this show? What are some of the questions that're burning? >> I mean clearly the most important story that needs to be told and is being talked about here in D.C. in the tech world is, for this show specifically, is the JEDI contract, the Joint Enterprise Defense Initiative. It's a word that's not being kicked around at this show because-- >> Rebecca: Nothing to do with Star Wars. >> It's literally the elephant in the room because the contract's been waiting, Oracle's been dragging it on and Oracle's been part of apparently, my opinion from my reporting, is involved in some dirty under-handed tactics against Amazon. But it's being delayed because they're suing it. And Oracle's out. They have no chance of winning the deal, it's really Microsoft and Amazon are going to get a lion's share of the business. So you have, that's the biggest story in tech in D.C. in a long time, is the role of cloud computing is playing in reshaping how government, public sector operates. Combine that with the fact that a new generation of workers are coming in who have no dogma around IT technology, how it's bought or consumed and purchased, and the overcharging that's been going on for many many years, it's been called the Beltway Bandits for a reason because of the waste and sometimes corruption. So a new generation's upon us and Amazon is the leader in making the change happen. The deal they did with the CIA a few years ago really was the catalyst. And since then, public sector and the government has realized that there's advantages to cloud, not only for operating and serving society and its citizens but also competitiveness on a global scale. So a huge transformation, that's the story we're following. That's the story that we got into from the cloud side of the business here in D.C. and that is just raging and expanding and compounded by other factors like Facebook. Irresponsibility in how they managed the data there. Elections were tied in the balance. You're seeing Brexit in the UK. You're seeing counter-terrorism organizations using the dark web and other cyber security challenges at the United States. Literally digital war is happening so a lot of people, smart people, have recognized this and it's now for the first time coming out. >> Right, and I think the other thing that we're also starting to talk much more about is the regulation. I know that you're friendly with Kara Swisher and she bangs on about this all the time. But then she said in a column the other day the problem is is that they're now guns ablazing but do they really understand it? And also, is it too feeble, too little too late? >> I mean, Kara Swisher nailed her story in the New York Times and opinion piece. And I've had similar opinions. Look it. She's been around for a long time, I've been around for a long time. I remember when Bill Clinton was president, that's when the internet was upon us, the Department of Commerce did a good job with the domain name system, they shepherded the technology and they brought it out in a way that was responsible and let government and industry have a nice balancing act with each other and the government really didn't meddle too much. But there was responsibility back then and it wasn't moving as fast. So now you look at what's happening now, the government can't just not ignore the fact that YouTube is, in essence, its own state. And it's acting irresponsibly with how they're handling their situation. You got Facebook run by a 30-something-year-old, which essentially could be as large as a government. So there's no ethics, there's no thinking behind some of the consequences that they've become. So this begs the question, as a technology hock myself, I love tech, never seen tech I didn't like. I mean I love tech. But there's a point where you got to get in there and start shaping impact on ethics and society and we're seeing real examples of how this can wildfire out of control, how tech has just become uncontrollable in a way. >> Yes, no absolutely. And so who is going to be the one to do that? I know that on the show later you're going to be talking to Jay Carney who was obviously in the Obama administration, now here at AWS. It's a well-worn path from the public sector to technology. Susan Molinari, a couple of other, David Plouffe. That is the thing though, that these people really need to get it. Before they can lay down regulations and laws. >> Again, back to why we're here and stories we're trying to tell and uncover and extract is I think the big story that's emerging from this whole world is not just the impact of cloud, we talked about that, we're going to continue to cover that. It's the societal impact and this real there there, there's the intersection of public policy and technology and science where you don't have to be a programmer, you can be an architect of change and know how it works. Then being a coder and trying to codify a government or society. I think you're going to see a new kind of skillset emerge where there's some real critical thinking into how technology can be used for good. You're seeing the trends, Hackathon For Good here, you're seeing a lot of different events where you have inclusion and diversity, bringing more perspectives in. So you got the perfect storm right now for a sea change where it won't be led by the nerds, so to speak, but geeky digital generations will change it. I think that's going to be a big story. Not just workforce changeover but real disciplines around using machine-learning for ethics, societal impact. These are the storylines. I think this is going to be a big long 10-year, 20-year changeover. >> But what will it take though? For the best and the brightest of the nerds to want to go into public service rather than go work for the tech behemoths that are making these changes? I mean that's the thing, it's a war for talent and as we know and we've discussed a lot on theCUBE, there's a big skills gap. >> I think it's been talked about a lot on the web, the millennials want to work for a company that's mission-based. What more mission-based can you look for than so unto our public service right now? John F. Kennedy's famous line, "Ask not what your country can do for you, "what you can do for you country." That might have that appeal for the younger generation because we need it! So the evidence is there and you look at what's going on with our government. There's so many inefficiencies from healthcare to tax reform to policies. There's a huge opportunity to take that waste, and this is what cloud computing and AI and machine-learning can do, is create new capabilities and address those critical waste areas and again, healthcare is just one of many many many others in government where you can really reduce that slack with tech. So it's a great opportunity. >> And where would you say, and I know you've been reporting on this for a long time, where is the government in terms of all of this? I remember not very long ago when healthcare.gov was rolled out and it was revealed that many agencies were still using floppy disks. The government is, first of all is not this monolithic thing, it's many different agencies all with their own tech agendas and with their own processes and policies. So where do you place the government in terms of its modernization right now? >> On the elected officials side, it's weak. They're really not that smart when it comes to tech. Most of the people that are involved in the elected side of the Hill are either lawyers or some sort of major that's not technical. So you can see that with Sundar Pichai from Google and Mark Zuckerberg's testimony when the basic kind of questions they're asking, it's almost a joke. So I think one, the elected officials have to become more tech-savvy. You can't regulate and govern what you don't understand. I think that something that's pretty obvious to most digital natives. And then on the kind of working class, the Defense Department and these other agencies, there's real people in there that have a passion for change and I think there's change agents, Amazon's done really well there. I think that is a piece where you're going to see a movement, where you're going to see this digital native movement where people going to be like, "There's no excuse not to do this right." And I think there's new ways to do it, I think that's going to change. So that's that. On the business side, to how the government procures technology is literally like the '80s, it's like that movie "Hot Tub Time Machine" where you get thrown back. Everything is based on 1980s procurement, 1990s procurement. I mean, shipping manuals. So all these things have to change. How do you procure cloud? If you got to go through a six-month procurement process just to spit up some servers, that's not agility. So procurement's got to change. Competitiveness, what does that mean? This Oracle deal with JEDI highlights a lot of flaws in the government. Which is Oracle's using these rules around procurement to try to stall Amazon, it's kind of like a technicality but it's so irrelevant to the reality of the situation. So procurement has to change. >> Well one of the things you said about how there's a lot of pressure to get it right. And that is absolutely true because we are dealing with national security issues, people's lives, health, these really important topics. And yet the private sector doesn't always get it right the first time either. So how would you describe the government, the federal approach to how they start to implement these new technologies and experiment with other kinds of tools and techniques? >> Well I think there's obviously some agencies that have sensitive things. CIA's a poster child in my opinion of how to do it right. The JEDI, Department of Defense is emulating that and that's a good thing. The Department of Defense is also going multicloud as they put out in their statement. Amazon for the JEDI piece which is for troops in the field. I think that every agency's going to have its own workload and those workloads should decide which cloud to use based upon the architecture of the workload. 'Cause the data needs to be in the cloud, it needs to be real time. And to take the military example, you can't have lag in military, it's not a video game, it's real life, people die. Lag can literally kill people in the field. So technology can be a betterment there but technology to avoid fighting is another one. So you have all these things going on, I think the government's got to really design everything around the workload, their mission, their applications, rather than designing around here's your infrastructure, then decide. >> One of the things we talk about all the time, almost ad nauseam, on theCUBE is digital transformation. And so how do you think about those two, private sector versus public sector? What are the big differences in terms of these institutions on their own journeys of digital transformation? >> I think the government's slower. That's an easy one to talk about. I think there's a lot of moving parts involved, you mentioned some of the procurement things, so a lot of processes. It's the same kind of equation. People process technology, except the people that process is much more complicated on the public sector side than private sector, unless it's a big company. So imagine the biggest company in the private sector side, multiply that times a hundred, that's the government. So in each agency there's a lot of things going on there. But it's getting better. I think cloud has shown that you can actually do that, the people side of things going to be addressed by this new migration of new generation of people coming in saying, "I don't really care how you did it before, "this is how we're going to do it today." The processes are going to be optimized so there's some innovation around process improvement that's going to end on the wayside and the technology everyday is coming faster and faster. Recognition, facial recognition software. Look at that. AI. These are things that are just undeniable now, they have to be dealt with. What do you do to privacy? So again, back to process. So people process technology. >> AWS is a behemoth in cloud computing. What do you want to be hearing here at this conference? They're so far ahead of Google and Microsoft but we cannot count those two companies out, of course not. But what are you looking for for key messaging at this show? >> Well I'm looking forward to seeing Andy Jassy's Fireside Chat with Teresa Carlson tomorrow. I'm interested in some of the use cases coming out of Teresa Carlson's top customers in public sector, again it's global public sector so it's not just in North America here in the United States. I'm interested in also understanding what's real and what's not real around the fear, uncertainty and doubt that a lot of people have been putting on Amazon. Because I see Amazon posturing in a way that's saying go faster, make change and it's not so much that they want to monopolize the entire thing, they're just moving faster. And I think Andy Jassy yesterday saying that they welcome regulation is something that they're trying to push the regulators on. So I think they welcome change. So I want to understand if Amazon really wants to go faster or is there an agenda there. (laughs) What's going on? >> I know, methinks these tech titans are asking for a little too much regulation right now. I mean obviously Mark Zuckerberg has also said, "Please regulate us, I can't do this alone." And here we have Andy Jassy yesterday saying those same things. >> Andy Jassy said on stage yesterday with Kara Swisher, "We can't arrest people." So if their tech goes bad, they're only beholden to the consequences as a private entity. They're not the law so this is where again, back to top story here is that, what is the role of government? This change is here. It's not going away, it's only going to get faster. So the sooner the elected officials and all the agencies get out in front of the digital transformation, the sooner the better. Otherwise it's going to be a wrecking ball. >> Well I cannot wait to dig into more of this over the next two days with you, here at AWS Public Sector. >> All right. >> I'm Rebecca Knight for John Furrier, you are watching theCUBE. (upbeat music)

>> Hello, everyone. This is a special presentation of the Cube. We're here in London at eight of us, one of eight of US locations in London. My name is Dave Volante and the Q We go, we'd like to go out to the events. We extract a signal from the noise and we've been following the ascendancy of a ws public sector from its early days. If you go back to two thousand thirteen, there was a significant moment in the history of eight of us where it won CIA contract a very large contract. CIA. It was contested by idea. My bm was used to kind of the what sometimes called the old guard the legacy companies used to selling into the government big, big contracts. And here comes this start up essentially eight of us taking away government business with CIA no less huge, huge contract. Well, IBM contested it. Judge Wheeler ruled against IBM for eight of us. And when reading that ruling, it was clear that the eight of US platform was superior to the IBM platform. He laid out the essentially the components of the R F P and the line by line and showed that a ws was the winner and virtually all of the line items. I think there was parody and won the reason why that was so important. It was that there were several factors there. One, It was a major milestone event. No, only Frito. Eight of us. But for cloud in general, if you think about security Ah, CIA, obviously very security conscious. It was the recognition that cloud actually could be more secure than on premises infrastructure. So the government was actually one of the first to kind of realise that and lean into that as a side effect, IBM had to go out and spend two billion dollars on soft layer toe actually compete in the cloud market Plys. So you had all these ripple effects Fast forward today to two thousand nineteen. You have the jet icon to contract a joint enterprise defense initiative. It's a ten billion dollar contract. A ws is in the lead for that contract. Oracle again another old Guard company has contested. And when you look through when when a company contests these bids, a whole lot of public information comes out. What? What the information suggested was that a single cloud the D o d determine that a single cloud was more secure, less complex and more cost effective. And so Oracle contested the the likelihood of an award to a single company because government contracts usually are awarded to multiple vendors. But in this case, because it's so critical tohave the data in one place so that they can serve the field better and responded the field better, the D o. D decided to use a single cloud. So oracles, you know, throwing off all rights of muck into the ring. Ah, basically asking the General Accountability Office to look at it. They did, Ggo said. If we're going to go with the D. O. D s decision, the D. O. D itself did an internal investigation. Now it's narrowed down to two vendors eight of us and Microsoft, and we believe that eight of us is the leading contender. Why is that? It's because eight of us says the most services. It's the most advanced, the highest levels of security and certifications within the government that are necessary to win these types of contracts. Why don't I spend so much time on these things? There's a two milestone events, the CIA contract in two thousand thirteen and what will soon to be the Jet I contract in two thousand nineteen. And what we're seeing is Amazon Web services, a thirty billion dollars run rate company growing at forty plus percent per annum. It's just a massive flywheel effect that we always talk about on the Cube. So we're here in London because we wanted to see how the public sector activities of Amazon are translating into the European markets. So we're here at a special public sector mini summit, if you will. There's a healthcare predate going on. This is ahead of the eight of US London summit, and we're siphoning off a number of the practitioners in and and startups software companies. Eight of US partners in the health care industry, as well as a WS executives particularly focused on the public sector today. So we're doing this sort of. We followed the career of Teresa Carlson for a number of years, seen the ascendancy of a ws public sector. We've covered ah, public sector summit in D. C. We flew to Bahrain last year. John Fairy of my business partner did the Bahrain summit. Bahrain was the first country in the Middle East to declare cloud first. So ah, critical location in the Middle East and you're seeing it now. Europe across a number of industries, obviously n hs than Ethan's. National Health Service is a very prominent in in the UK in a in a big consumer of services all kinds of startups and other software companies trying to sell and helped transform The N H s N hs has ah put forth a half a billion dollars nearly a half a billion dollar pound initiative on modernization. Ah, lot of that modernization is evolving the cloud. So the cube is here. We're trying to peel back the onion, understand what's going on here. Who were the winners? Who was going to get affected? Practitioners of startups, CEOs, nonprofit organizations, NGOs, executives from a ws and across the industry. So we'LL be here. We have three events this week in Ah in London here today at eight of US headquarters in London. Ah, tonight we have an impact investor event and then tomorrow we're at the eight of us Summit in AA in London at the XL Center. So keep it right here. Watch this channel. Check out silicon angle dot com For all the news, check out the cube dot net, which is where we host all these videos. And of course, we could bond downward for all the research. So thank you for watching and keep it right there. And you're watching the Cube this day, Volante.

>> live from Boston, Massachusetts. It's the queue covering your red hat. Some twenty nineteen lots. You buy bread >> and good morning. Welcome to Beantown, Boston, Massachusetts to Mina Mons Hometown by the police Town of residents. John Wallis was stupid from here on the Q. Bert had summit and stew for you. Good to see you here. And a home game. >> Yeah, John, Thanks so much. Nice. You know, Boston, The Cube loves Boston. The B C E C is actually where the first cube event was way back in twenty ten. And we wish there were more conferences here in Boston. Gorgeous weather here in the spring. Ah, little chilly at night with the wind coming off the water, but really good. Here is the sixth year we've had the Cube here, right? Had some in my fifth year at the show. Great energy. And, you know, thirty four billion reasons why people are spending a lot of time keeping a close eye on. Let's just know. Yeah, >> jump right in thirty four billion dollar deal. I am red hatt gotta prove by doj uh, here in the States. But there's still some hurdles that they have to get over in order for that to come to fruition, Maybe later this year. That's the expectation. But just your thoughts right now about about that synergy about that opportunity that that we think is about to have. >> Yeah, so? So right, let's get this piece out of the way. Because here at the conference, we're talking about Red Hat. The acquisition has not completed. So while the CEO of IBM you know Jenny will be up on stage tonight along with, you know, Jim White Hirsi over at Hat and Sakina della, you know, flying in from Seattle, where you might get your name yesterday. So you know, at least two of those three your Cuba Lem's. So we'LL get Jenny on one of these days. But, you know, this is a big acquisition, the largest software acquisition ever, and third largest acquisition in tech history. Now we watched the first biggest tech acquisition in history, which was Del buying AMC just a couple of years ago. And this is not the normal. Okay? Hey, we announced it and you know, it closed quietly in a few months. So as you mentioned, DOJ approved it. There's a few more government agencies Europe needs to go through. You never know what China might ask to come in here, but, you know, really, at the core if you look at it, you know, IBM and Red Hat have worked together for decades. You know, we wrote a lot about this when the announcement happened. You know, IBM is no stranger to open source. IBM is no stranger to the clinics and the areas where Red Hat has been growing and expanded too. You see, IBM, they're so communities, you know, super hot space. If you look, you know, Red hat is they're they're open shift platform, which is what Red Hat does for cloud. Native Development has over a thousand customers. They're adding between one hundred one hundred fifty a quarter is what they talk about publicly. We're gonna have some of those customers on this week. So huge area. That multi cloud hybrid cloud world absolutely is where it's at. We did four days of broadcast from IBM. Think earlier this year in San Francisco. And, you know, once again, Jim white hairs and Jenny were on stage together. They're talking about where they've been working together for a long time. and just, you know, some things will change, but from IBM standpoint, they said, Look, you know, the day after this closes, you know, Red Hat doesn't go away. That had just announced new branding, and everybody's like, Well, why are they changing their branding? You know, when you know IBM is taking over and the answer was, Look, Red Hat's going to stay as a standalone entity. IBM says they're not going to have a single lay off, not even HR consolidation, at least in the beginning. We understand, you know, give me your stuff to work out some of these pieces, but there are ears. They will work together. I look at it. John is like the core. What is the biggest piece of IBM's business is services. That Army of services, both from IBM and all of their Esai partners and everybody they worked with Khun really supercharge and help scale some of the environment that red hats doing so really interesting. Expect them to talk a little bit about it. Red hat is way more transparent than your average company. They had an analyst event like a week or two after it happened, and I was really surprised how much they would tell us and that we could talk about publicly. As I said, just cause I've seen so many acquisitions happen, including some you know, mega ones in the past. And we know how little usually you talk about until it it's done and it's signed. And, you know, the bankers and lawyers have been paid all their fees. >> Let me ask you, you raise an interesting point. Um, you know that there are some different approaches, obviously, between IBM redhead, just in terms of their institutional legacies in terms of processes. Red hat. You mentioned very transparent organization. Open source. Right. So we're all about the rebrand. They come out, you know, the drop shadow, man, They got the hat. What's that cultural mix going to be like? Can they truly run independently? Yeah, they're a big piece. So And if your IBM can you let that run on its own? >> So, John, that is the question most of us have. So, you know, I've worked with Red Hat for coming up on twenty years now, you know, Remember when Lennox was just this mess of colonel dot organ. So much changes that red hat came and gave, you know, adult supervision to help move that forward on. The thing I I wrote about is what Red Hat is really, really good at. If you look at the core, there do is managing that chaos and change on the industry. If you look how many changes happen, toe Lennox, you know every you know, day, week, month and they package all that together and they test all that same thing in Kou Burnett is the same thing in so many different spaces where that open source world is just frenetic and changing. So they're really geared for today's industry. You talk what's the only constant in our industry? John is it is changed. IBM, on the other hand, is like, you know, over one hundred years old, and I tried and true, you know, Big Blue. You know, I ibm is this, you know, the big tanker, you know, it's not like they turn on a dime and you know, rapid pace of change. You think of IBM, you think of innovation. You think of, you know, trust. You think of all the innovations that have come out over the century. Plus do there and absolutely there is a little bit of impeded mismatch there and we'LL see So if ibm Khun truly let them do their own thing and not kind of merged suit groups and take over where the inertia of a larger group can slow things down I hope it will be successful But they're definitely our concerns And time will tell we'll see But you know analytics front You know, they just announced this morning Rehl eight Red hat enterprise linen, you know, just got announced and definitely something will be spent a lot of time So >> let's just jump in a relative Look again, We're gonna hear a little bit later on. We have several folks coming on board to talk aboutthe availability. Now what? What do you see from the outside? Looking at that. What is it going to allow you or us to do that? Seven Didn't know. Where did they improve? Is that on the automation side? Is it being maybe more attentive, Teo Hybrid environment or just What is it about? Really? That makes that special? >> Yes. So you know, first of all, you know these things take a while in the nice thing about being open sources. We've had transparency. If you wanted to know it was going to be in relate. You just look in the Colonel and and it's all out there. They've been working on this since twenty thirteen. Well, seven came out back in June of twenty fourteen. This has been a number of years in the mix. You know, security. The new, like crypto policy is a big piece that that's in their thie bullets that I got when I got the pre briefing on, It was, you know, faster and easier Deploy faster on boarding for non lennox users on, you know, seamless nondestructive migration from earlier versions of rail. So that's one of the things they really want to focus on is that it needs to be predictable, and I need to be able to move from one version the other. If you look at the cloud world, you know, when you don't go asking customers say, Hey, what version of Azure a ws are you running on your running on the latest and greatest? But if you look at traditional shrink wrap software, it was well, what virginity running? Well, I'm running in minus two and Why is that? Because I have to get it. I have to test it out. And then I, you know, find a time that I'm gonna roll that out, work it in my environment. So there is stability and understanding of the release cycle. My understanding is that they're going to do major releases every three years and minor releases every six months. So that cadence a little bit more like the cloud. And as I said, getting from one version a rail to the next should be easier and more non disruptive. Ah, a lot of people are going to want manage offerings where they don't really think about this. I have the latest version because that has not just the latest features but the latest security setting, which, of course, is a major piece of my infrastructure today to make sure that if there was some vulnerability released, I can't wait, You know, six or nine months for me to bake that in there. The limits community's always good have done a good job of getting fixes into it. But how fast can I roll that out into my environment is >> something I would assume that's that's a major factor in any consideration right now is is on the security front, because every day we hear about one more problem and these are just small little issues. These these air are could be multi billion dollar problems. But in terms of making products available today, how Muchmore important? How's that security shift? If you could put a percentage on it used to be, you know, axe and now it's X plus. I mean I mean, what kind of considerations are being given? >> You know what I'd say? Used to be that security got great lip service A. Said it was usually top of mind, but often towards bottom of budget. When you talk to administrators and you say, Oh, hey, where's your last security initiative? And that, like I've had that thing sitting on my desk for the last six months and I haven't had a chance to roll that out. I will get to it, but I want to again. If you go to that cloud operating model. If you talk about you know Dev, Ops movement is, I need to bake security into the process. If I'm doing C i D. It's not, I do something and then think about security afterwards. Security needs to be built in from the ground level. A CZ. You know, I I've heard people in the industry. Security is everyone's responsibility, and security must be baked in everywhere. So from the application all the way down to the chipset, we need to be thinking about security along the bar. Mind it is a board level discussion. Any user you talk too, you know, you don't say, Hey, where's the security sitting? Your priorities. You know, it's up there towards the top, if not vey top, because that's the thing that could put us out of business or, you know, definitely ruin careers. If if it doesn't go >> right, so there are there are probably a couple of platforms, every will or pillars. I think you like to call them that. You're looking forward to learning more about this week. I think in terms of red hats work one of those green hybrid cloud infrastructure, and we'LL get to the other to a little bit. But just your thoughts about how they're addressing that with the products that they offered the services they offer and where they're going in that >> Yeah, so look everything for red at start with rail. Everything is built on Lenox, and that's a good thing, because Lennox Endeavor is everywhere. If last year is that Microsoft ignite for the first time. And when you hear them talking a Microsoft talking about how Lennox is the majority of the environment, more than fifty percent of the environment are running linen goto a ws Same thing. All the cloud deployment Lennox is the preferred substrate underneath and Rehl doing very well to live in all those environment. So what we look at is, you know, some people say, is this olynyk show. It's like, well, at the core. Lin IX is the piece of it and relate the latest and greatest substantiation. But everywhere you go, there's going to be Lennox there from doing container ization. If a building on top of it with the the new cloud native models, it's there. And if you talk about how I get from my data center to a multi cloud environment, it's building things like Cooper Netease, which read that of course, uses open shift and you know those ties to eight of us and azure and you know, Google they're all there. So we mention Santina della's on stage tonight at Microsoft build. Yesterday there was announcement of this thing called Kita ke e d A, which has, like as your functions and ties in with open shift and spend a little time squinting it, trying to tease it apart. We've got some guests this week that'LL hopefully give some clarity, but it is. The answer is people today have multiple clouds and they have a lot of different ways they want. They want to do things, and Red has going to make sure that they help bridge the gap and simplify those environments across the board. Two years ago, when we were at the show big announcement about how open shift integrates with a W s so that if I'm using a ws But I want to have things in my environment still leverage some of those services. That was something that that Red had announced. I was, you know, quite impressed a time it was, you know, just last week being at the Del Show, it's V m. Where is the del strategy for how they get you know, A W, S, G, C, P and Azure and, you know, Red Hat does that themselves. Their software company. They live in all these cloud worlds, and therefore, open shift will help you extend from your data center through all of those public cloud environments on DH, you know? Yeah. So it's fascinating >> you've talked about Lennox to we're going to hear a little bit later on to about a fascinating the global economic study, that Red Hat Commission with the I. D. C. Of that talks about this ten trillion dollar impact of Lennox around the globe like to dive into that a little bit later on. >> Yeah, well, it's interesting, you know, it's the line I used is you say, and you say, Oh, well, how much impact is Lennox had? You know? You know, Red hats now, a three billion dollar company. That's good. But I was like, Okay, let's just take Google. You know, no slots of a company. Google underneath. It's not Red Hat Lennox, but Lennox is the foundation. I don't really think that Google could become the global search and advertising powerhouse they were. If it wasn't for Lennox to be able to help them get environment, there's a CZ we always talk with these technologies. You talk about Lennox, you talk about How do you talk about, you know, Cooper Netease? There are companies that will monetize it, but the real value is what business models and creation by. You know, all the enterprise is the service riders in the hyper scales that those technologies help enable. And that's where open source really shines is, you know, the order of magnitude network effect, that open source solutions have that its you say okay, three billion dollars? And is that what ten trillion dollars? It doesn't faze me, doesn't surprise me at all, but because my attention it look it. I'm not trying to trivialize. There's no But, you know, I've been watching clinics for twenty years, and I've seen the ripples of that effect. And if you dig down underneath your often finding it inside, >> I mentioned pillars that you were talking about cloud native development being another. But automation, let's just hit on that real quick before we head off on DH just again, with how that is being, I guess, highlighted. Or that's a central focus at and relate and and what automation? How that's playing in there I guess the new efficiencies they're trying to squeeze out. >> Yes. So? So what we always looked for it shows you're probably the last year is you know, you. How are they getting beyond the buzzwords? Aye, aye. When you talk about automation on area that that we've really enjoyed digging into is like robotic process automation. How do I take something that was manual? And maybe it was a fish injure? Not great. How can I make it perfectly efficient and use software robots to do that? So where are the places where I know that the amount of change and the scale and the growth that we have that I couldn't just put somebody to keyboard, you know, and have them typing or even a dashboard to be able to monitor and keep up with things? If I don't have the automation and intelligence in the system to manage things, I can't reach the scale and the growth that I need to. So where are you know, real solutions that are helping customers, you know, get over a little bit of the fear of Oh, my gosh, I'm losing a job. Or will this work or will this keep my business running and oh, my gosh, this will actually enabled me to be able to grow work on that security issue if I need to, rather than some of the other pieces and help really allow it agility to meet the requirements of what the business requires to help me move forward. So those are some of the things we kind of look across the shows. So, you know? Yeah. How much do we get? You know, buzzword, Bingo at the show. Where How much do we hear? You know, real customers with real solutions digging in and having, you know, new technologies that a couple of years ago would have had a saying, Wow, that's magic. >> But you say, Oh, my gosh. Yeah, and I don't want gosh right back with more. You're watching to serve the cube with the red had summit. We're in Boston, Massachusetts, that we'll be back with more coverage right after this

(bright, peppy music) >> Announcer: From Chicago, it's theCUBE. Covering Veritas Vision Solution Day 2018. Brought to you by Veritas. >> Hello everyone, welcome to Chicago. We're here covering the Veritas Solution Day. Veritas, last year, had the Veritas Vision Conference and they brought together all their customers. This year they decided to go around the world, I think they have six or seven of these across the globe. And we just were in New York a few weeks ago at Tavern on the Green. We're here at the Palmer House in Chicago. Iconic hotel. About 60 to 70 customers here. Of course Chicago's a big opportunity for companies like Veritas because there's such a good customer base here. But what I want to do now is set up what's going on in the data protection business. According to a number of sources, Gartner, IDC Data, other survey data, certainly anecdotally when we talk to customers, about half of the customers that we talk to are going to replace their data protection platform within the next five years. Why is that? Well, there are a number of factors that are affecting that and I want to talk about the reasons why, the implications to the market, and what that means for customers. So if you look back 10 years ago, there was a similar dynamic going on catalyzed by the ascendancy of virtualization. What was happening is that you had all these servers that were underutilized and so the brilliance of virtualization was we're going to consolidate those servers, virtualize the compute power, dramatically increase the utilization and reduce the physical capacity that's on the floor. So you can get rid of stuff. Get rid of servers, spend less, and get more value out of that asset. Because you had all these underutilized hardware assets. Data protection backup in particular was the one workload that actually could use all that compute power. Why, because at the end of the day, you're backing up this huge stream of data. And so as a result, when you had to do a full backup, you didn't have the physical resources. So people had to rethink how they architected backup because of virtualization. So you now have a similar dynamic, but for different reasons. Some of the big trends that are going on here. The first one is of course digital. So digital means data and it's all about how you get value out of your data because data is increasingly an important asset. People are realizing that protecting that data is more and more important. As a result, people are rethinking just the definition of recovery. Recovery has to be faster, you've got to be always on in this digital world. So digital transformation is critical. You can't just bolt on backup as you have for the last 20, 30, 40 years really. Backup has been a bolt on. You've also got cloud. Everybody wants cloud-like. So you're seeing a shift from improving or dealing with resource utilization and allocation, as I explained in the virtualization world, now to automation. Why automation? Because people want a cloud-like experience. They realize they can't just shove all their data into the public cloud. There's data all over the place, and I'll talk about that in a moment in terms of distributed data, but specifically people want a cloud-like experience. What does that mean? That means they want pay-as-you-go, they want simple deployment, they want fast seamless recovery, and they want a lot of automation. While the price of technology comes down year after year, the price of people doesn't. And you can't just keep throwing people at the infrastructure problem, because it's so complex, you have to automate. And you want to shift resources toward higher value activities. Digital transformation, dev opps, application development. So this distributed data world, this multi-cloud world, and I'll talk a little bit more about that in a moment when I discuss the Edge, it's becoming a forcing function. Multi-cloud is a forcing function to rethink your backup. Because you've got different infrastructures, a service providers, you've got SAS providers, you've got all kinds of clouds that are popping up all over the lines of business and within your own data centers. As a result, you need to think about how do I catalog all that data, how do I protect that data, how do I govern that data, how do I deal with things like GDPR and make sure that I'm in compliance. So it becomes a much more complicated equation, and the variables are distinct. For example, I don't really understand what point in time means anymore. If you have distributed data, what does it mean to have a point in time copy? Point in what time? Who's the master? So you need some kind of controls in that multi-cloud world. That's a forcing function to rethink your backup. The other thing is platform. Platform beats products. I'll talk about that in a moment. People for years have looked at backup as purely insurance. Everybody hates buying insurance, we all know that, so you're seeing people trying to get more out of their backup and recovery platforms. For instance, integrating disaster recovery. So that's becoming an integral part of people's strategies. You're also seeing analytics becoming more and more important. People are trying to, because all the data sits in the corpus of the backup, people are saying why don't we analyze that data and get more out of it. Why don't we take snapshots of that data and make it available to dev opps. And what about ransomware, which again I'll talk about in a moment. Could I maybe look at anomalies in that data to determine if there are some problems. Many, many use cases emerging. Data classification, governance, I mentioned GDPR before, so you're seeing backup shift from pure insurance to a higher value business opportunity. And then of course, there's security, there's compliance, there's governance, ransomware is critical. Organizations are creating air gaps, meaning disconnecting from the internet, so that if they get hit with a ransomware attack they can isolate their data, but just even that is not enough. People can get through air gaps by physically putting in, whatever. Sticks or malware et cetera. So you still have to be able to use analytics to look at that corpus of backup data and identify anomalies. But again, because of those security risks and because of the importance of digital transformation and data people are rethinking how they do data protection. And finally, there's the Edge. We are living in a distributed world, it's a multi-cloud world, as I said before it's a forcing function, and the Edge is one of those clouds, if you will, which changes the way in which you think about backup. How does it change. Locality of the recovery data. If you've got Edge data, if you've got multi-cloud, you've, as I said before, got to have a global catalog and recover that data locally. Another thing to think about is SLAs. In a cloud world, you, the customer, are responsible for the recovery. Well, the cloud vendor can get the light back on on the disc system, or the computer, or the compute system, you are responsible for the people and the process to recover your business. That is not the cloud vendor's responsibility so you need to think about that. And think about recovery as recovery at the business level, not just recovery of the data, but recovery, getting your business back online. There's also the three laws of the cloud. We learned this from Pat Gelsinger this August at VMworld. The laws of physics, the laws of economics, and the law of the land. Those will dictate where you put data and how you back up that data. So all of this has created a new landscape in the data protection business. Let's run down that landscape. Who are the leaders. You've got Dell EMC, you've got Veritas, you've got Convault, and you've got IBM. Those guys comprise probably 2/3 or more of the marketplace. And you have startups like Cohesity and Rubrik who have raised hundreds of millions of dollars going after them and challenging them. You've got a whole new set of players that are taking new approaches. Actifio, for example, got the whole copy data management thing going. Datrium is creating end to end, both primary storage and data protection backup in the same platform with a software-based cloud-like, SAS-like offering. You've got companies like Zerto and Imanis Data that are specialists. You've got companies like WANdisco, again, taking new approaches. And then you have Oracle, with the Oracle recovery appliance, which is totally changing the way in which backup worked for Oracle databases exclusively. Taking a database-led approach to backup. And then of course you've got the storage players that are part of the ecosystem even though they're not directly competing with backup software vendors. Guys like Pure, NetApp, InfiniteApp. They're partnering with backup vendors. And then of course, there's the cloud guys. AWS, Azure, Google. The thing to think about as customers, really three things. Platform versus product. What's the platform look like? Is it an API-based platform? Because you want to program to that platform infrastructurer's code, you want to support your dev opps infrastructure. The second is cloud-like pricing, and cloud-like deployment. You want a cloud-based operating model to simplify your operations and lower your IT labor costs and shift those costs to more strategic efforts and initiatives such as digital transformation and application development. And the third is ecosystem alignment. Make sure that your backup software vendor and you backup solution vendors are all, their ecosystem is aligned with your ecosystem. Because you're going to get more facile integration and problem-solving and flexibility if those systems align. So take a look at that as well. Couple of things I want to mention and emphasize. New application development models. Cloud Native, Kubernetes. Function, you know people call it server-less, but function-based programming. Really to support dev opps and infrastructure as a code. That is going to have implications on how you protect data. And finally AI. How can you talk about anything today without talking about AI. Anticipatory staging of data for recovery, as in the example. Predicting where problems are going to occur. Machine intelligence will increasingly play a role in this whole landscape. So, as you can see, there's a lot going on. This is why data protection is such a hot space. That's why the VCs are getting in. It's why the incumbents like Veritas, Dell EMC, IBM, Convault, those that I mentioned are trying to re-platform and hang on to their large install bases and ultimately grow them. And it's why companies in the startup and the niche spaces, are tucking in and identifying new opportunities to participate. So that's a quick overview of what's going on here at the Veritas Vision Solution Day from Chicago. We'll be here all day talking to customers, talking to practitioners, technologists, and executives. So keep it right there, you're watching theCUBE. I'm Dave Vellante. Be right back. (bright music)