>>from around the >>globe. >>It's the cube with digital coverage of IBM. Think 2021 brought to you by IBM. >>Hello buddy. Welcome back to I didn't think 28 21 this is the cubes ongoing coverage. We go out to the events of course, in this case we do so virtually to extract the signal from the noise. My name is Dave Volonte and now we're gonna talk about the intersection of business success and sustainability. It's hot topic. We have a great panel for you with me, our ali Carr molly, sustainability and climate practice lead at IBM Canada lucy Bonet is a senior consultant and customer experience and sustainability strategy. Also from IBM Canada and Carrick Morris. Executive Partner, Enterprise Strategy. Global Energy and sustainability lead. IBM UK folks welcome to the panel. Welcome to the cube. Thanks for coming on. Thank you. Thank you. Maybe lucy, you could kick it off to talk about what is sustainability and how has it all of a sudden becomes such a hot topic amongst leadership? >>Yeah. Sure. Um So first off it's actually my pleasure that sustainability has finally become a trendy topic and is now a key imperative in the business world. Um The pandemic really played a role in it as it made people realize uh that there's an intricate link between global scale events like the climate crisis leading to the acceleration of viruses spread and their own personal health or of their business. So sustainability really means that you're addressing the needs of the present without compromising the needs of future generations to do so. Companies use different frameworks uh and and standards including E. S. G. Standing for environmental social and governance criteria to really assess their progress on their journey to sustainability. It comes with many metrics that they track or should track and choose to disclose for the greater benefit of all. Um One prerequisite I'd say to really building a successful sustainable company is really the need for a new form of leadership style, one that is the purpose driven that really focuses on doing well while doing the right thing. And I mean, you you might need uh examples here to illustrate what I'm saying. Um you can take uh union lever and the really radical transformation of the palm oil industry they're leading. Um if Unilever did nothing serious risk would really be posed in a few years on the whole business. So the company has started working with all actors across its value chain, from training farmers to building alliances with competitors and stakeholders. And you know what union lever is doing for the polymetal industry is actually cementing its reputation as an innovator and they're already reaping the benefits of having been first movers >>Carrick, uh lucy talked about an imperative, so take away there is not a checkbox, it's something that's sort of designed in. I wonder if you could, you could talk to that. >>Yeah, I mean sustainability at the end of the day now is built into every decision, every process, every system. Um and you know and leadership role in that space is about some kind of developing new corporate strategies, new cultures, new approaches which are around, you know, actually, how do I do this? It's a real paradigm shift, it's not it's not something you add to your business, it's something that needs to be called to your business and then you know, that's requiring us to kind of re imagining, you know, how we sort of go work, how we could help you do business? The process is developing new products, leveraging new technologies, it's putting all of those pieces in and sort of making them work and, you know, and the key part of it is how do you do this in a way where we're not forcing people to make a choice between sustainability and profitability, sustainability and you know, and in a way of quality of life. So that's how you kind of build that into kind of the core products and services and again use that ingenuity to kind of develop those and sort of developed, you know, the components that you need to as part of that process. And the other part of this is then getting into, well, actually from a leadership perspective, how do I then change and the way that I work with partners with suppliers, with competitors. So it's it's really fundamentally changing the way the business itself works as well. >>Thank you. Uh you know, ali when I talk about DSG I sometimes tongue in cheek say, Milton Friedman's probably rolling over in his grave because he's the the economist who said that the only job of a company is to make profits and drive shareholder value. And so that's, I mean that's a that's a that's a historical challenge. Uh But there's there's actually a business case for this. Uh It's actually good business and we'll talk about that. But maybe you could address some of the challenges that organizations are facing to really lean in and address. E. S. G. >>Yeah, that's right. You know, there are a lot of components to go into this and as lucy mentioned and Carrick mentioned the complexities that come with that are a lot of their significant. And so I'd say that the first challenge that I see is in regards to the alignment and integration of sustainability strategy within the organization's business model. So if we take a look at the typical life cycle which includes sourcing, production operations, distribution, and then end of life and recycling. Each of these components must consider the conduits for driving positive social impact and environmental stewardship, but that also as you said, drives opportunity and economic benefits for the organization. Um so these are components that could fall into three categories. The first one is what is the journey to net zero look like for you? How will I transform my operations, my strategy, my business models to achieve a net zero emission? What is circularity in the context of my business? How do I orchestrate for zero waste, include reuse regenerative processes, restorative processes, and then how do I build in principles of sustainability into the design, so that I integrate those components into the ways of working within this new world of sustainability that we're seeing. It's also the what and how coming together to enable long term value creation for the company. The second challenge that I see is around the performance monitoring and management and as they say, you can't manage what you can't measure and so many organizations might not have the complexity roadmap laid out for the systems and data that's required in order to enable transparent and quality reporting. We think about data knowing what you have versus what you don't um data management capturing and transform that data, integrating that data in a way that has a simple but effective use of methodologies as well as benchmarking and then having a reporting system that allows you to see everything almost a control tower of your E your S and your G. And then finally we see sustainability has become a board level priority. It is a hot topic but it's not always properly understood below the board level, so senior executives sometimes approach uh uh the the informants to change in the way that we normally approach things like regulation, but I think in this case it's quite it's quite different because it is a bit of a shift to the person with purpose as the center leaders must lead, they must hire, they must think design and share, they must meet the count paradigms for diversity inclusion. Um And I think at the same time encourage diversity, but also divergence where it needs to be, they have to have the headspace to accept the truth in the collaboration with all stakeholders. Um So I think there are ways for companies to do this and and and for them to be successful and I think I am is one of them >>uh for sure, and I think Carrick, that sort of leads me from what allie was saying about, you know, IBM big company has a big ecosystem. There are other large leaders within industry that can leverage ecosystems and it may be set the tone and show the point the way for the long tail of smaller companies. But maybe you could talk about that ecosystem flywheel. What >>we are saying is is actually sort of quite a lot of differences between the way organizations are addressing this and you are seeing some leaders in this space and you are seeing people who are taking a stand around around >>these components and actually trying to shape >>just not only what they do, but also what organizations do around them. Um I mean, you know if you kind of look at this, there's there's almost kind of three categories so that there are organizations that are sort of seeing this as an existential change. You know, if I'm looking at some mining and looking at oil and gas, I'm making your travel and transport, you know what you're still seeing, there is a fundamental shift in their business, requiring them to rethink how they do things in a very structured, um and actually quite an extended way. You know, if I'm looking at other organizations like retailers, it's actually a little less of uh an existential changes, that's more of an incremental one. But even so, they still have to change all that. They do that. They can do it in a probably a more staged approach and then you've got influences around that as well. So governments and financial services players, etcetera, who are sort of shaping the agenda and who need help and support around thinking through how they kind of measure the change, how they sort of make sure the financing the right things, and they make how they make sure they're actually getting returns they expect. And actually, the sustainability components are actually being driven by that. And I think that's that's kind of sort of where an organization like IBM comes in there, there's a lot of technical change in here, there's a lot of data change in here. And actually these are the sorts of things that, you know, from students sustainability perspective are going to help to to drive this in a more seamless and achievable way if you will. Um and so there's an awful lot that we're looking to try to do, to enable that quickly, to kind of take things off the shelf to rapidly test and to actually show people both what can be done and the value then can create by going down the sustainability journey. >>Okay. Got it. Thank you. And lucy you touched on some examples at a high level in your opening remarks. Uh and I'm interested in in kind of the starting point that you see cos you know taking uh and what's the right regime, I mean you've got to put somebody somebody's gonna be accountable for the measurements and the and the cultural changes. But but where do we start? >>Right. So one starting point is definitely uh to be looking at your data right? And uh you know it's it's really tempting to forget when you're building products or you're creating experiences. It's attempting to forget thinking about their repetitions on the environment, on communities and on society. Um Their impact is made invisible for the sake of immediate user satisfaction and short term business value. And you know although 60% of executives consider sustainability to be an essential competitive advantage, 80 actually of the products ecological impacts are locked in at the design phase. So, um that's why, you know, with with a team of four IBM superstars, um we've created the sustainable design thinking toolkit uh that was just launched and is in the process of being integrated into the official IBM design thinking uh site. And and that's really a great start because it's meant to help design thinking practitioners take responsibility on making that impact visible from the very start of the process. And we've used it with multiple clients and for internal projects. And, you know, it's really helped infuse a sustainable mindset throughout the workflows and and actually from the very, very start of it. Um one recent example was in the CPG industry where we've applied renew a sustainable design thinking activities to the problem at hand uh to get consumers to recycle more by enhancing their recycling experience. And what it allowed us to do is really to make sure that, you know, the prioritization process of the first ideas that emerged included sustainable value into the mix, so that the impact on the planet and communities wasn't a blind spot anymore. >>So, thank you for that. Uh Carrick, I wonder, you know, lucy was talking about you start with the data and that that's that's cool. I sometimes I get worried though there's going to be analysis by paralysis and overthinking the strategy. Are there ways to are there ways to get in and and and take smaller bites and iterate what what are your thoughts on that? >>Yeah, I mean, I think they're absolutely, and you know, with with lots of organizations, they really have to kind of feel their way into this, this, this new approach. You know, you actually kind of have to learn both what sustainability means, but also sort of what it can deliver. So, you know, usually what we're sort of seeing is these organizations will start to start off with things which are under their control, so how can I change my manufacturing processes? How can I change some of the internal components of what it is that we do to make them more sustainable to reduce waste, to reduce sort of kind of the energy usage components which are associated with. And that's that's quite a nice controlled starting point using leveraging things like manufacturing, 4.0, intelligent processes, massive, maximum maximum asset management type approaches. Um The second step we're sort of seeing with lots of organizations is that they then moving into kind of their own ecosystem if you will. So actually, how do I manage my supply chain more effectively? How do I drive transparency? How do I sort of also drive efficiency and and kind of carbon management from that sort of perspective. But also how do I sort of highlight the sustainable gains I'm making on my products and and get those messages to customers and highlights of what we're doing with both new products and services, but also with the existing products and services and then sort of your, your kind of your final piece. And actually this depends what kind of goes back to what I was saying before about what industry you're in. But, you know, a lot of industries are also having to kind of face the challenge of any to change fundamentally. You know, the business I'm in is not not going to work the way it works in a sustainable world. So, so actually, how do I kind of build an ecosystem based approach? How do I kind of work with other partners? How do I kind of work with suppliers? How do women competitors actually, how do I build something at scale around the platform in order to be able to deliver these types of things? And IBM, we've been kind of creating some of those, those platforms and then scaling them quite rapidly across a variety of different sectors >>and that's where you're gonna see the measurable impact. Ali do you have a framework for what was a successful outcome looks like? Are there are there companies that are sort of models of success? I mean, I think IBM is one of them, but maybe you could talk to that. >>Yeah, there are definitely companies to emulate, and companies have really started to think about the connection point between the value that's driven by their business model, as well as the effort and the impact that's being driven by there S g uh there? S you focus and so while there might be components of success, I think getting, getting it all together and all right is going to take time and it's going to be a bit of a sequence. Um but a bit of a thought experiment, if you could sit into a boardroom or at a senior level executive discussion when you think about success, would you hear things or discussions around how the company is building the environmental and social inputs to its products and services and what does that sound like? Are they tangible? Are they realistic? And what are the methods and the tools that they're using? Um Would you hear conversations about how the company is evaluating or infusing sustainability across the value chain from procurement all the way to end of life, or how about the participation of the company into other ecosystems that's driving value into other industries. And we see the force multiplier effect that comes with that when companies partner together because we are either vendors or providers or consumers of every other product or service. And then I think lastly, would organizations start to think about how to generate value closer to home and how that value can be driven into communities into where their employees are based and those elements really really improve the social elements. So let's say last is there are elements of what good and success looks like when it comes sustainability. Um but I think organizations can set their targets uh meat industry benchmarks and frameworks which already exist and are really well established um but continuously increase their own targets to set better and more ambitious goals for themselves to move beyond, to leverage technology and be innovative and and apply uh these these tools and best practices in order to get there. Uh And I think um and I think I think we'll get there over time, so I'm really encouraged by the progress that we're seeing. Uh and we hope that IBM to help accelerate that journey. >>Thank you and then lucy one of these, I'm excited about the tech because this is where I think, you know, business does meet sustainability mean green tech E. V. I mean, if if I'm a nation, I want to be on top of that. If I'm a company, I think there's opportunities for invention and innovation. Can you talk about some of those innovative texts that we're likely to see >>right? Um Well, yeah, but to pick you back on on what Allah is just saying and, you know, I think success can can come in very different ways and forms. Um you know, be it creating entirely new business models like, you know, some clients we help in the colon gas industry Taking really bold commitments to shift to energy, electric energy. Um or you know, significantly cutting costs such as, you know, those brands and the CPG industry that are doing amazing things to optimize their supply chains and make them more efficient, more transparent, more secure. Um or you know, also protecting brand reputation and mitigating risks or gaining market share by creating differentiating value. You might have heard about Loreal taking really bold moves and switching all their products to 95 renewable plant sources and circular processes. Um you know, it it can also be about capturing value by charging a premium for sustainable products. Think about Tesla or whole foods for example. I mean there's so many great examples out there already. >>Excellent. So we gotta wrap it. So, my last question and I'll start with ali and then we'll go to Carrick and lucy you can bring us home talk about why you were talking about STD reporting and transparency and how it's great for the future and in the economy and so forth. Why is this not gonna be a fad? Why is it going to be sustainable sustainability? The sustainability of sustainable uh please kick it off and then we'll go to karaoke and then lucy >>you're right. You know, this is a big change for organizations and I think naturally their uh their corporate social responsibility. Um and sustainability reports have really been externally focused and I think that has been a great step in the right direction. Um but I think what's happening now is is this convergence of sustainable material and transparent reporting that is equivalent to material financial reporting that we're seeing. And eventually I think the end goal would be to be able to read a sustainable report and understand and quantify as well as qualify how much impact is an organization making year to year. And what are some of the initiatives that's driving? What we have begun to see is a sustainable business strategy. That is also a competitive advantage for organizations. So I think the benefit in the long term is going to create a lot of value for not just the shareholder, but for the stakeholders like employees, like the communities in which these companies operate, like regulatory agencies as well as municipal, federal governments and state government. So I think this is a step in the right direction for providing a very clear direction on their sustainable initiatives. >>Thank you. Thank you. Ali Carrick, can you weigh in here, please? >>Yeah, I mean, I I agree with all that he said there and I think with the stakeholders and the end of the day this this is a collective responsibility. You know, we have one planet one rock we all live on and we all need to be part of the process of actually making it, making it change. And you can't you can't sort of change what you can't measure. So kind of holding people to account, being able to share some of the data that we've got, making sure everybody understands what the position is, how we're contributing um and and the role that we're actually still playing is going to be an incredibly important part of collectively coming together and making this change happen, and making this change happen quickly, which is what it needs to do >>and lucy your passion shines through here so it's appropriate that you close it out. >>Mhm. Yeah, well it all comes down to you know, do you want your business to still exist in 100 years from now and you know it does require courage and determination but we all have it in ourselves. Um you know, trying to find the ways that we can change things for the greater good, find the energy in yourself to inspire others to act. That's why you know, leaders with purpose and ingenuity are so so important today. Thank you >>folks. Thanks so much for the perspectives guys doing a great work, really appreciate your time on the cube today. >>Thank you. Thanks for having us >>All right, it's been our pleasure and thank you for watching. This is the cubes coverage of IBM think 2021, the virtual edition will be right back.

>>From around the globe. It's the Cube with digital coverage of IBM think 2021 brought to you >>by IBM. Welcome back to the cubes coverage of IBM Think 2021 virtual. I'm john ferrier host of the Q. We've got a great guest here brian Bouchard, co founder president and ceo of Allah credit brian, great to see you um promoting it all the way from Puerto rico to Palo Alto. >>Great to >>see. First of all. Thanks for having me. I really appreciate the opportunity. >>Yeah great, Great to see you. Thanks for coming on. Um first of all, before we get into what you guys do and how this all ties in to think what do you guys do? It Alex Burnett, Why the name uh is good, you're at the top of the list and alphabetically, but tell us the secret behind the name and what you guys do. >>So first of all, a crochet is based on the root word alacrity, which means a prompt and will prompt a joyous prompt itude excuse me to achieve a common goal. So we ultimately our network of >>individuals with >>the traits of alacrity. So eloquent. So that's our name. >>Great. So what's your relation with IBM and how you guys been able to leverage the partnership program in the marketplace take us through the relationship >>so Well, first of all, L. A. Quartet is a platinum IBM business partner and was awarded recently the 2020 IBM north american Partner of the Year award. And we were selected among 1600 other business partners across North America. We've been actually a consulting an IT. consulting company for almost 20 years now and we were founded in 2002 in Palo Alto. And we have focused specifically on cybersecurity since 2013. What is >>Right, what are some of the things you guys are working on? Because obviously, you know, the business is hot right now, everyone's kind of looking at Covid saying we're gonna double down on the most critical projects and no time for leisurely activities when it comes to I T and cloud scale projects, you know, mission critical stuff is happening. What are you guys working on? >>So we're focused on cybersecurity. Our our security services really complement IBM suite of security solutions and cover the full spectrum from our research and penetration testing, which helps identify vulnerabilities before it reach occurs. And we also have managed security services which helps prevent detect and remediate attacks in real time. >>And then finally, we also have a security staffing division and a software resale division which kind of rounds out the full amount of offerings that we have to provide protection for our clients. >>What are some of the biggest challenges you guys have as a business and house IBM helping you address those? >>Well, as you know, john, we all know that the importance of cyber security in today's world, so it's increasing in both demand and importance and it's not expected to wait any time soon. Cyber attacks are on the rise and there's >>no >>Uh there's no expected end in sight to this and in fact just this week on 60 minutes, uh, the Jay Powell, the chairman of the Federal Reserve Board, he noted that cyber attacks were the number one threat to the stability of the US. economy. >>Also this week, >>a public school in Buffalo new york was hacked with ransomware >>and the school, this uh, >>the school district is just contemplating you're paying the ransom to the hackers. So there's literally thousands of these attacks happening every day, whether it's in a local school district or state government or an enterprise, even if you don't hear about them, they're happening. And adding to the complexity that the cyber Attackers pose is the complexity of the actual cybersecurity tools themselves. There isn't a single solution provider or single technology that could ensure a company security. Our customers need to work with many different companies and disconnected tools and processes to build an individual strategy that can adequately protect their organizations. >>You know, I love this conversation whenever I talked to practitioners, uh, cybersecurity, you know, first of all, they're super smart, usually cyber punks, and they also have some kind of eclectic background, but more importantly, is that there's different approaches in terms of what you hear. Do you do you put more if you add more firefighters so to speak, to put out the fires and solve the problems? Or do you spend your time preventing the fires from happening in the first place? You know, and you know, the buildings are burning down, Don't make a fire fire uh don't make would make fire resistance, you know, more of a priority. So there's less fires, not firefighters. So it's that balance. You throw more firefighters at the problem or do you make the supply or the material, the business fireproof? What's your take on that? >>Well, it kind of works >>both ways. I mean, we've seen customers want to, they really want choice. They >>wanna, in some >>cases they want to be the firefighter and in some cases they want the firefighter to come in and solve their problems. So >>the common problem set that we're seeing with our our customers encounter is that they struggle one with too many disparate tools and then they also have too much data being collected by all these disparate tools and then they have a lack of talent in their environment to manage their environment. So what we've done at Lacqua net is we've taken our cybersecurity practice and we've really uh specifically tailored our offerings to address these court challenges. So first to address the too many disparate tools problem, uh We've been recommending that our clients look at security platforms like the IBM cloud pack for security. The IBM cloud fax for security is built on a security platform that allows interoperability across various security tools using open standards. So our customers have been responding extremely positively to this approach and look at it as a way to future proof their investments >>and begin taking advantage of >>interoperability with >>hand tools integration. >>Talk about what you see your business going with with this because you know there's not a shortage of of need um demand. Um How are you guys flexing with the market? Uh What's the strategy are you going to use technology enablement? You're gonna more human driven brian how do you see your business of unfolding >>Well? Actually really good. We're doing very well. I mean obviously we've made the top business partner for IBM in 2020. Um we have some significant growth and a lot of interest I think we really attacked the market in a good strategy which was to help defragment the market if you will. There's a lot of point solutions and a lot of point vendors that you know they they spent uh specialize in one piece of the whole problem and what we've decided to do is find them the highest party list. Every see so and see IO has a tick list. So >>they have that >>you know uh first thing we need we need a sim we need a E. D. >>Are we need a >>managed service? We need um what's the third solution that we're doing? So we need some new talent in house. So we actually have the added that as well. So we added a security staffing uh division to help that piece of it as well. So to give you an idea of the cybersecurity market size, It was valued at 150 billion in 2019. And that is expected to grow to 300 billion by 2027. >>And Akron is well positioned to consolidate the many fragmented aspects of the security marketplace and offer our customers more integrated and easier to manage solutions. And we will continue to help our customers select the best suite of solutions to address all types of cyber security, cyber security threats. >>You know, it's such a really important point you're making because, you know, the tools just piled up in the tool shed, I call it like that, It's like, it's like you don't even know what's in there anymore and then you've got to support them, then the world's changed, get cloud native, the service area is increasing and then the CSOs are also challenged. Do I have any clouds? Do I build on? Do I optimize my development teams for AWS or Azure? Now, that's kind of a factor. So you have all this tooling going on? They're building their own stuff, they're building their own core competency. And yet the sea so still needs to be like maintaining kind of like a relevance list. That's almost like a stock market for the, for the products you're providing, that it sounds like you're providing that kind of service. >>Uh, yeah, as well. Right? We distill all of the products that are out there, there's thousands of cybersecurity products out there in the marketplace and we kind of do all that distillation for the customer we find using, you know, using a combination of things we use uh Forrester and Gartner and all the market analysts to shortlist are, are solutions that we offer customers. But then we also use our experience. And so through since 2013, we've been deploying these solutions across organizations and corporations across America and we've gained a large body of experience and we can take that experience and knowledge to our customers and help them make some good decisions. So they don't have to make them go through the pitfalls that many companies do when selecting these types of solutions. >>Well, congratulations, got a great business and uh you know, that's just a basic, starts making things easier for the sea. So more so they can be safe and secure in their environment. It's funny, you know, cyber warfare, you know the private company have to fight their own battles, going to build their own armies. Certainly the government's not helping them and they're confused even know how to handle all this stuff. So they didn't they need your service. I'm just curious as this continues to unfold and you start to see much more of a holistic view. What's the IBM angle in here? Why are you such a big partner of theirs? Is it because their customers are working with you? They're bringing you into business? Is it because you have an affinity towards some of their products? What's the connection with IBM, >>all of the above? So >>I think it probably started with our affinity to IBM P radar products and we have a we have a lot of expertise in that in that solution. Um, so >>that's that's where it >>started. And then I think I B. M. S leadership in this space has been, Yeah, >>remarkable. Really. So like what's happening now with the IBM compaq for security, building a security platform to allow all these points solutions to work together. Uh that's the road map we want to put our customers on because we believe that's the that's the future for this, this uh, this marketplace >>and the vision of hybrid cloud having that underpinning be with red hat, it's a Lennox Colonel model of >>all things you can you can run it on. Sure. I've been plowed uh aws it's portable. Yeah. All this openness, as you probably know, uh, cybersecurity is really a laggard in the security and the information technology space as far as adopting open standards and IBM is I think leading that charge and you'll be able to have a force multiplier >>uh >>with open standards in the space. >>Open innovation with open source is incredible. I mean if you if if open source can embrace a common platform and build that kind of control, playing and openness to allow thriving companies to just build out, then you have an entire hybrid distributed >>architecture. Yeah, well, I think companies want to use the best in breed. So when we, when we show these solutions to customers, they want the best in breed, they always say, I don't, when it comes to security, they don't want second best. They want the best that's out there because they're securing their crown jewels. So that makes sense. Um, so the problem is having all these different disparate solutions that are all top in their category, none of them talk to each other so we need to address that problem because without that being solved this is just going to be a more, it's going to compound the complexity of the problems we solve day to day, >>awesome, congratulations brian, great story. Um you know entrepreneur built a great business over the years um I think the products amazing, I think that's exactly what the market needs and it just shows you what the ecosystems all about. This is the power of the ecosystem. You know 1000 flowers are blooming, you got a great product. IBM is helping as well. Good partnership network effect builds in and and still a lot more to do. Congratulations. >>Absolutely. Okay thank you very much >>brian thanks >>for coming on the q appreciate it. I'm Sean Fourier with IBM thinks 2021 virtual coverage. Thanks for watching. Mhm.

(upbeat music playing) >> Okay, now we're going to look deeper into the intersection of technology and money and actually a force for good mobile and the infrastructure around it has made sending money as easy as sending a text. But the capabilities that enable this to happen are quite amazing, especially because as users we don't see the underlying complexity of the transactions. We just enjoy the benefits and there's many parts of the world that historically have not been able to enjoy these benefits. And the ecosystems that are developing around these new platforms are truly transformative. And with me to explain the business impacts of these innovations is all a person who was the head of mobile financial services at Ericsson Allah. Welcome to the program. Thanks for coming on. >> Thank you, Dave. Thank you for having me here in the program. And they're really excited to tell me tell us about the product that we have within Ericsson. >> Well, let's get right into it. I mean your firm has developed the Ericsson wallet platform. What is that plan? >> Yes. The wallet platform is one of the product but being, you can say offer here by Erickson and the platform is built on enabled financial services not for only the bank segment, but also for the unbanked. And we have, the function that we are providing a such here is both transfer the service provider payment. You have the cash in the cash out you have a lots of other features that we kind of enable through the ecosystem as such. And I would really like you say to emphasize on the use. And they're the really, I would say connectivity that we have in these platform here, because looking at you can say the pandemic assaults here. Now we really have made, you can say tremendous Shane here through all the function, et cetera feature that we have here. >> Yeah. And I mean, I I'm surrounded by banks in Massachusetts. No problem. I'm in Boston, right? So, but there's a lot of places in the world that aren't I take for granted some of the capabilities that are there, but part of this is to enable people who don't have access to those types of services. Maybe you could talk about that and talk about some of the things that you're enabling with the platform >> Right? You just think of there you can say unbanked people here but we have across the emerging market. I think we have 1.7 billion unbanked people here but we actually can through one of the path from enable proof getting a bank account, et cetera, and so on here. And what we actually providing, you can say in, in this in this feature rates here is that you you can pay your electricity bill. For example, here, you can pay your bill and you can go through merchant, you can do the cash out. You can do multiple thing here, just like, I mean, to enable the, the departure that financial inclusion that we have. So, I mean, from my point of view, where we see things, as I said we also sit in Sweden, we have bank account we have something called swish where we send you can say money back and back and forth between the family, et cetera. On these type of transaction, we can have enable for all. You can say the user better come across the platform here and the, the kind of growth that we have within this usage here. And we seeing also, I mean we leverage here to get with a speed today on a fantastic scale that we actually have here with I would say are both, you can say feature performance going I will say re really in the direction. But we couldn't imagine here. You can say a few years back here. It is fantastic transformation but we undergo here through the platform of the technology that we have. >> No, it reminds me of sort of the early days of mobile people talked about being able to connect remote users in places like Africa or other parts of the world that haven't been able to enjoy things like a land line. And I presume you're seeing a lot of interest in those types of regions. Maybe you could talk about that a little bit. >> Yeah. Correct. I mean we see all of these region here about, for example, now we not only entering, you can say the specifically the Africa region but also you can say the middle East and the Asia Pacific and also actually Latin America. I mean, a lot of these country here, all looking into you can say the expansion, how they can evolve you can say the financial inclusion from what they have today, when they are, and you can say from telco provider, they would like to have an asset of different use cases here. And we're seeing that transformation, but we have right now from just voice, you can say SMS and 5G, et cetera. This is the platform that we have to sort of enable the transaction for a mobile financial system. But we would like also to see about the kind of operator or bond being the business with much more features here. And this is another, you can say, I was attraction to attract the user where the the mobile transfer system. We see these kind of expanding very heavily in these, these kind of market. >> I think this is really transformative, not, I mean in terms of people's lives. I mean, your first of all, you're talking about the convenience of being able to move money as bits as opposed to paper, but as well I would think supporting entrepreneurship and businesses getting started, I mean, there's a whole set of cultural and societal impacts that you're having. How do you see that? >> Yeah. We also provide the, you say, I mean is also supporting, say micro loans and need as an entrepreneurial sort of stock. You can say any kind of company. You need to get off these, this around here. We have seen that we have a of enterprise. Those is a cross functional, the whole asset that we are, that we are oriented today. >> Talk a little bit about partnerships and ecosystems. I know you've got big partnerships with, with HPE. We're going to get to that. They're kind of as a technology provider, but what about, other partnerships like I'm imagining that if I'm going to pay my bill with this you've got other providers that got to connect into your platform. How are those ecosystem partnerships evolving? >> Well, are kind of enabler about we are providing to the operator. The partnerships is then going through the operator. It could be any kind of you can say external instrument that we have today and they can know if you can go directly to that to the bank, you can go directly to any core provider. You have these most et cetera, so on but these are all partners would be in. You could say connected through there. You can say, operate through a subsidy. What we doing actually with our platform is to kind of make the navel and to kind of provide the food ecosystem as partnership to operate a SAS today here. That's kind of the baseline that we see how you can say. We are sort of supporting of building the full ecosystem around the platform in order to connect here. Wells come to both the light, the cord as I said, here, the merchant, the bank, any kind of, type of, you can say I would say service provider here but that we can see could enable the ecosystem. >> Okay. And I don't want to geek out here but it sounds like it's an open system that my developers can plug into through APIs. They're not going to throw cold water on it. They're going to embrace it and say, Oh yeah this is actually easy for me to integrate with. Is that correct? >> Correct. Correct. And the open API that we actually are providing today I think that you can say there are thousands of you can say developer, just you can say connecting to our system. And actually we also providing both sandbox and Ann Arbor. You can see the application in order to support this to developers in order to kind of create this ecosystem here. It's a multiple things that we see through what you can say here, they're both the partners partnership, the open API, or you can say that the development that is doing for prudent channels. So, I mean, it's an fascinating amazing development that we'll see our frontier right now. >> Now what's HP's role in all this, what are they providing? How are you partnering with them? >> It's very good question. I will say. And we look back, you can say, and we have evaluate a lot of you say that the provide the fruit year here and you can just imagine the kind of stability that we need to provide when come to the financial inclusion system here because what we need to have a very strong uptake of making sure that we don't both go with the performance and the stability. And what we have seen in our lab is that the partnership with HP have domestically evolve. Our, you can say our stability assessed on the system. And right now we are leveraging the Dockers with the microservices here to get with HB on the platform that you're providing. I would say that the transformation we have done in disability, but we have get through the food. You can say HP system is, is really fantastic at the moment. >> I'm no security expert, but I talked to a lot of security experts in what I do know is they tell me that, that you can't just bolt security on. It's going to be designed in from the start. I would imagine that that's part of the HPP partnership but what about security? Can I fully trust this platform? >> No, it's very valid question. I will say we have one of the most you can say secure system here we also running multiple external. You can say a system validation data it's called the PRD assess certification is a certification but we have external auditor. You can say trying to breach the system look at the process that we are developing making sure that we have, you can say, or off you can say the documentation really in shape. And seeing that we follow the procedure when we are both developing the code. And also when we look into all the API that we actually exposed to our end users. I would say that we haven't had any breach on our system. And we really work in tightly. I would say both to get with, I would say HP and the of course the customers out and every time we do a low once, we also make you can say final security validation on the system here in order to sort of see that we have an end to end because the application, but it's completely secure. That's a very important topic from our point of view. >> There's a usual, I don't even want to think about that. Like I said, up front it's going to be hidden from me all that complexity, but it's sort of same question around compliance and privacy. I an often, security, privacy there's sort of two sides of the same coin, but compliance privacy you've got to worry about KYC, know your customer. There's a lot of complexity around that. And that's another key piece. >> Now, like you said, the KYC is an important part that we have food support in our system. And then we validate you can say all the users, we also are running you can say without credit scoring companies, the you can say operator or partnering with, his combined you can say with both the KYC and the credit scoring that we are performing, that's make us a very you can say unique, stable platform and such. >> Last question is, what about going forward? What's the roadmap look like? What can you share? What should we expect going forward in terms of the impact that this will have on society and how the technology will evolve? >> Well, what is he going forward? That's very interesting question because what we see right now is how we kind of have changed the life for so many. You can say unbanked people here, and we would like to have you can say any kind of assets that going forward here, any kind of you can see that the digital currency is evolving through both government. You can see over the top players like Google you can say WhatsApp, all of these things here. We want to be the one that also connecting. You can say these type of platform together and see that we could be the heart of the ecosystem going forward here, independent in what kind of, you can say customer we aiming for. I will say this is kind of the role that we will play in the future here, depending on what kind of currency it would be. It's a very interesting future. We see with this you can say overall digital currency, the market and the trends that we are now right now evolving on. >> Very exciting. And we were talking about elevating, potentially billions of people, all... Thanks very much for sharing this innovation with the audience and best of luck with this incredible platform. Congratulations. >> Thank you so much, Dave. And once again, thank you for having me here. And I'll talk to you soon again. Thank you. >> Thank you. It's been our pleasure and thank you for watching. This is Dave Vellante. (upbeat music playing)

>>Okay, >>listen, we're gearing up for the start of the snowflake Data Cloud Summit, and we wanna go back to the early roots of Snowflake. We've got some of the founding engineers here. Abdul Monir, Ashish Motive, Allah and Alison Lee There three individuals that were at snowflake in the early years and participated in many of the technical decisions that led to the platform and is making snowflake famous today. Folks, great to see you. Thanks so much for taking some time out of your busy schedules. Hey, it's gotta be really gratifying. Thio, See this platform that you've built, you know, taking off and changing businesses. So I'm sure it was always smooth sailing. Right? There were. There were no debates. Wherever. >>I've never seen an engineer get into the bed. >>Alright, So seriously so take us back to the early days. You guys, you know, choose whoever wants to start. But what was it like early on? We're talking 2013 here, right? >>When I think back to the early days of Snowflake, I just think of all of us sitting in one room at the time. You know, we just had an office that was one room with, you know, 12 or 13 engineers sitting there clacking away on our keyboards, uh, working really hard, turning out code, uh, punctuated by you know, somebody asking a question about Hey, what should we do about this, or what should we do about that? And then everyone kind of looking up from their keyboards and getting into discussions and debates about the work that we're doing. >>So so Abdul it was just kind of heads down headphones on, just coating or e think there was >>a lot of talking and followed by a lot of typing. Andi, I think there were periods of time where where you know, anyone could just walk in into the office and probably out of the office and all the here is probably people, uh, typing away at their keyboards. And one of my member vivid, most vivid memories is actually I used to sit right across from Alison, and there's these huge to two huge monitor monitors between us and I would just here typing away in our keyboard, and sometimes I was thinking and and and, uh and all that type and got me nervous because it seemed like Alison knew exactly what what, what she needed to do, and I was just still thinking about it. >>So she she was just like bliss for for you as a developer engineer was it was a stressful time. What was the mood? So when you don't have >>a whole lot of customers, there's a lot of bliss. But at the same time, there was a lot of pressure on us to make sure that we build the product. There was a time line ahead of us. We knew we had to build this in a certain time frame. Um, so one thing I'll add to what Alison and Abdulle said is we did a lot of white boarding as well. There are a lot of discussions, and those discussions were a lot of fun. They actually cemented what we wanted to build. They made sure everyone was in tune, and and there we have it. >>Yes, so I mean, it is a really exciting time doing any start up. But when you know when you have to make decisions and development, invariably you come to a fork in the road. So I'm curious as to what some of those forks might have been. How you guys decided You know which fork to take. Was there a Yoda in the room that served as the Jedi master? I mean, how are those decisions made? Maybe you could talk about that a little bit. >>Yeah, that's an interesting question. And I think one of a Zai think back. One of the memories that that sticks out in my mind is is this, uh, epic meeting and one of our conference rooms called Northstar. Many of our conference rooms are named after ski resorts because the founders, they're really into skiing. And that's why that's where the snowflake name comes from. So there was this epic meeting and I'm not even sure exactly what topic we were discussing. I think it was It was the sign up flow and and there were a few different options on the table and and and one of the options that that people were gravitating Teoh, one of the founders, didn't like it and and on, and they said a few times that there's this makes no sense. There's no other system in the world that does it this way, and and I think one of the other founders said, uh, that's exactly why we should do it this way. And or at least seriously, consider this option. So I think there was always this, um, this this, uh, this tendency and and and this impulse that that we needed to think big and think differently and and not see the world the way it is but the way we wanted it to be and then work our way backwards and try to make it happen. >>Alison, Any fork in the road moments that you remember. >>Well, I'm just thinking back to a really early meeting with sheesh! And and a few of our founders where we're debating something probably not super exciting to a lot of people outside of hardcore database people, which was how to represent our our column metadata. Andi, I think it's funny that you that you mentioned Yoda because we often make jokes about one of our founders. Teary Bond refer to him as Yoda because he hasn't its tendency to say very concise things that kind of make you scratch your head and say, Wow, why didn't I think of that? Or you know, what exactly does that mean? I never thought about it that way. So I think when I think of the Yoda in the room, it was definitely Terry, >>uh, excuse you. Anything you can add to this, this conversation >>I'll agree with Alison on the you're a comment for short. Another big fork in the road, I recall, was when we changed. What are meta store where we store our own internal metadata? We used >>to use >>a tool called my sequel and we changed it. Thio another database called Foundation TV. I think that was a big game changer for us. And, you know, it was a tough decision. It took us a long time. For the longest time, we even had our own little branch. It was called Foundation DB, and everybody was developing on that branch. It's a little embarrassing, but, you know, those are the kind of decisions that have altered altered the shape of snowflake. >>Yeah. I mean, these air, really, you know, down in the weeds, hardcore stuff that a lot of people that might not be exposed to What would you say was the least obvious technical decision that you had to make it the time. And I wanna ask you about the most obvious to. But what was the what was the one that was so out of the box? I mean, you kind of maybe mentioned it a little bit before, but what if we could double click on that? >>Well, I think one of the core decisions in our architectures the separation of compute and storage on Do you know that is really court architecture. And there's so many features that we have today, um, for instance, data sharing zero copy cloning that that we couldn't have without that architecture. Er, um and I think it was both not obvious. And when we told people about it in the early days, there was definitely skepticism about being able to make that work on being able Thio have that architecture and still get great performance. >>Anything? Yeah, anything that was, like, clearly obvious, that is, Maybe that maybe that was the least and the most that that separation from computing story because it allowed you toe actually take advantage of cloud native. But But was there an obvious one that, you know, it's sort of dogma that you, you know, philosophically lived behind. You know, to this day, >>I think one really obvious thing, um is the sort of no tuning, no knobs, ease of use story behind snowflake. Andi and I say it's really obvious because everybody wants their system to be easy to use. But then I would say there are tons of decisions behind that, that it's not always obvious three implications of of such a choice, right, and really sticking to that. And I think that that's really like a core principle behind Snowflake that that led to a lot of non obvious decisions as a result of sticking to that principle. So, yeah, I >>think to add to that now, now you've gotten us thinking I think another really interesting one was was really, um, should we start from scratch or or should we use something that already exists and and build on top of that? And I think that was one of these, um, almost philosophical kind of stances that we took that that a lot of the systems that were out there were the way they were because because they weren't built for the for the platforms that they were running on, and the big thing that we were targeting was the cloud. And so one of the big stances we took was that we were gonna build it from scratch, and we weren't gonna borrow a single line of code from many other database out there. And this was something that really shocked a lot of people and and many times that this was pretty crazy and it waas. But this is how you build great products. >>That's awesome. All right. She should give you the last word. We got, like, just like 30 seconds left to bring us home >>Your till date. Actually, one of those said shocks people when you talk to them and they say, Wow, you're not You're not really using any other database and you build this entirely yourself. The number of people who actually can build a database from scratch are fairly limited. The group is fairly small, and so it was really a humongous task. And as you mentioned, you know, it really changed the direction off how we design the database. What we what does the database really mean? Tow us right the way Snowflake has built a database. It's really a number of organs that come together and form the body and That's also a concept that's novel to the database industry. >>Guys, congratulations. You must be so proud. And, uh, there's gonna be awesome watching the next next decade, so thank you so much for sharing your stories. >>Thanks, dude. >>Thank you.

>>from around the globe. It's the Cube with digital coverage of workplace next made possible by Hewlett Packard Enterprise. >>Thanks very much. Welcome back to the Cube. 3 65. Coverage of workplace next HP. I'm your host, Rebecca. Night. There was some great discussion there in the past panel, and we now are coming to you for some reaction. We have a panel of three people. Harold Senate in Miami. He is the prominent workplace futurist and influencer. Thanks so much for joining us, Harold. >>My pleasure. My pleasure. Way having me, >>we have Herbert loaning Ger. He is a digital workplace expert. And currently see Iot of University of Salzburg. Thanks so much for coming on the show. >>Thank you very much for the invitation. >>And last but not least, Chip McCullough. He is the executive director of partner Ecosystems and one hey is coming to us from Tampa, Florida. >>Thank you, Rebecca. Great to be here. >>Right. Well, I'm really looking forward to this. We're talking today about the future of work and co vid. The pandemic has certainly transformed so much about the way we live and the way we were is changed the way we communicate the way we collaborate, the way we accomplish what we want to accomplish. I want to start with you. Harold, can you give us, um, broad brush thoughts about how this pandemic has changed the future of >>work? Well, this is quite interesting because we were talking about the future of work as something that was going to come in the future. But the future waas very, very long, far away from where we are right now. Now, suddenly, we brought the future of work to our current reality covered, transformed or accelerated the digital transformation that was already happening. So digital transformation was something that we were pushing somehow or influencing a lot because it's a need because everything is common digital. All our life has transformed because of the digital implementation, off new technologies in all areas. But for companies, what was quite interesting is the fact that they were looking for or thinking about when toe implement or starting implementing nuisance in terms of technology. On suddenly the decision Waas, where now we are in this emergency emergency mode that the Covic that the pandemic created in our organizations on this prompted and push a lot of this decision that we were thinking maybe in the future to start doing to put it right now. But this gay also brought a lot of issues in terms off how we deal with customers. Because this is continuity is our priority. How we deal with employees, how we make sure that employees, customers on we and the management this in relation are all connected in the street and work together to provide our president services to our customers. >>So you're talking about Kobe is really a forcing mechanism that has has really accelerated the digital transformation that so many companies in the U. S. And also around the world. Um, we heard from the previous panel that there was this Yes. We can attitude this idea that we can make this happen, um, things that were ordinarily maybe too challenging or something that we push a little bit further down the road. Do you think that that is how pervasive is that attitude and is that yes, we can. And yes, we have Thio. >>Absolutely, absolutely. You know, here in Miami, in Florida, we are used to have the hurricanes. When we have a hurricane is something that Everybody gets an alarm mode emergency mode and everybody started running. But we think or we work on business continuity implementing the product culture policies. But at the same time we think, Okay, people before a couple of which no more than that. Now, when we have those situations we have really see, we really see this positive attitude. Everybody wants to work together. Everybody wants to push to make things happen. Everybody works in a very collaborative mode. Everybody really wants to team and bring ideas and bring the energy that is necessary so we can make it happen. So I would say that now that is something that the pandemic product to the new situation where we don't know how long this mist ake this will take maybe a couple of months more, maybe a year. Maybe more than that, we still don't know. But we really know is that digital transformation on the future of work that we were thinking was going to be on the wrong way Now is something that we're not going back with this >>chip. I want to bring you in here. We're hearing that the future of work is now and this shift toward the new normal. I want to hear you talk a little bit about what you're seeing in terms of increased agility and adaptability and flexibility. How is that playing out, particularly with regard to technology? >>Yeah, I think the the yes, we can attitude. We see that all over the place and many instances it's like heroic efforts. And we heard that from the panel, right? Literally heroic efforts happening and people are doing that. It reminds me of an example with the UK National Health System, where we rolled out 1.2 million teams, Microsoft teams users in seven days. I mean, those are the kinds of things we're seeing all over the place, and and now that yes, we can approach is kind of sinking in. And I think Harold was kind of talking about that, right? It's sinking in tow, how we're looking at technology every day. We're seeing things like, you know, the the acceleration of the move to cloud, for example, a substantial acceleration to the movement, the cloud, a substantial acceleration to be more agile, and we're just seeing that kind of in in all of our work now and and That's the focus for organizations they want to know now. How do we capture this amazing innovation that happened as a result of this event and take it forward in their organizations going forward? >>And so they're thinking about how they captured this. But Herbert, at this time of tremendous uncertainty and at a time when the economic recovery, the global economic recovery, is stop and start, how are you thinking about prioritizing? What kinds of criteria are you using and how are you evaluating what needs to happen? >>I think that's very simple, and I use my standard procedure here in the most e think it must be possible for the users and therefore, for the companies to work and be productive. That's that's, I think, the most important thing technology should be provided the best possible support here, for example, of the state off the our digital workplace. But in this uncertain times, we have some new demands At the moment. That means we have new priorities, for example, conducting teamwork ships online. Normally, we have conducted such events in special conference rooms or in a hotel for the will of the world, for example, we now have the requirement create all off our workshops and also the documentation off it we had to Allah instead of using, for example, physical pain, port to group topics and so on. So we saw here a change that larger events to We need the factions for breakout rooms and so on. And honestly, at the moment, big events in the with the world will not Still the same leg in a physical world, for example Ah, big conferences, technology conferences and so on. >>No, Absolutely. And what you're describing is this this hybrid world in which some people are going into offices and and others of us are not, And we are we're doing what we need to dio in in digital formats. I wanna ask you chip about this hybrid workplace. This appears to be this construct that we're seeing more and more in the marketplace. We heard Gen. Brent of HP talking about this in the previous panel. How do you see this playing out in the next 12 to 24 months and beyond, even in our pandemic and and post pandemic lives? And what do you see as the primary advantages and drawbacks of having this hybrid workforce. >>Well, I I think it's very interesting, right? And I think it s century. We were very lucky because we are 500,000 employees that have been fully, you know, kind of hybrid work or remote enabled, even going into the pandemic. And many other companies and organizations did not have that in place, right? The key to me is you had this protective environment will call the office right where everybody went in tow work to they had their technology there. The security was in place around that office, and everything was kind of focused on that office and all sudden, that office, it didn't disappear, but it became distributed. And the key behind we are a big user of Aruba Technologies within Accenture. And it became very important, in my view, to be able to take >>ah, >>lot of the concepts that you brought into the office and distributed it out. So we're we have offerings where we're using technologies such as Aruba's remote access points in virtual desktop technologies, right that enable us to take all the rules >>and >>capability and functionality and security that you had in that nice controlled office environment and roll it out, thio the workers wherever they may be sitting now, whether it be at home, whether it be sitting on the road someplace, um, traveling whatever. And that's really important. And I did see a couple instances with organizations where they had security incidents because of the way they rolled out that office of the future. So it's really important as we go forward that not only do we look at the enablement, but we also make sure we're securing that to our principles and standards going >>forward. >>So the principles and standards I wanna I wanna talk to you a little bit about that. Harold. There are the security elements that we that we just heard about. But there's also the culture, the workplace culture, the mission, the values of the organization when employees air not co located. When we are talking about distributed teams, how do you make sure that those values are are consistent throughout the organization and that employees do feel that they are part of something bigger, even if they're not in the cubicle next door or just in the hallway? >>That that is a great question, because here what happens now is that we still need to find a balance in the way we work. Maybe some company says we need to fool the day with busier conferences so we can see each other so we can make sure what we're doing and we're connected. But also we need to get some balance because we need to make sure that we have time to do the job. Everybody needs to do their job but also need to communicate to each other on communication, in the whole group, in a video in several video conferences in the day. Maybe it's not enough or not with effective for that communication. So we need to find the right balance because we have a lot of tools, a lot of technology that can help us on by helping us in this moment to make sure that we are sharing our values, values that common set off values that makes or defines on how organizations need to be present in every interaction that we have with our employees on. We need to also make sure that we're taking care off the needs off employees because when we see from a former employee standpoint, what is going on we need to understand the context that we're working today instead of working on at the office. We're working from home at home. Always. We have also we have our partners wife, Children also that are in the same place. We're also connected with work or with distance learning so that there is a new environment, the home environment, that from a company perspective, also needs to be taken into consideration now how we share our values well, it's a time something that we need to understand. Also, that we all always try to understand is that every crisis bring on opportunity together. So we should see. This also is an opportunity toe. Refocus our strategies on culture not to emerge stronger on to put everybody with the yes attitude with really desire to make things happen every day in this time in this same symphony. Oh, but how we do that also, it's an opportunity for delivering training. Delivery is an opportunity to make sure that we identify those skills that are needed for the future of work in the digitals, because we have a lot of digital training that is needed on those skills that are not exactly a tech, but they are needed also, from the human perspective to make sure that we are creating a strong culture that even working in a hybrid or or remote work, we can be strong enough in the market. >>So I wanna let everyone here have the last word in picking up on on that last point that this is an exceedingly complex time for everyone, Unprecedented. There's so much uncertainty. What is your best advice for leaders as they navigate their employees through this hybrid remote work environment? Um, I want to start with you, Herbert. >>From my opinion, I think communication is very important. So communicate with your team and your employees much more than in the past and toe and be clear in your statements and in your answers. I think it's very important for the team >>chip. Best advice. >>So you know, it feels like we've jumped maybe two years ahead and innovation, and I think you know, from a non organization standpoint, except that, you know, embrace it, capture it. But then also at the same time, make sure you're applying your principles of security and those pieces to it, so do it in the right way, but embrace the change that's that's happened, >>Harold. Last last. Best advice for for managers during this time >>he communication are absolutely essential. Now let's look for new way of communicating that it's not only sending emails is not only sending text messages, we need to find ways to connect to each other in this remote working environment on may be coming again. Toe pick up the phone on, Have a chat conversation with our employees are working remotely. But doing that with kind off frequently, I would say that would be very effective toe. Improve the communication on to create this environment where everybody feels part off an organization >>everyone feels part of the team. Well, thank you so much. All of you. To Harold, Herbert and Chip. I really appreciate a great conversation here. >>My pleasure. My pleasure. Very much. >>They tuned for more of the Cube 3 65 coverage of HPV workplace Next

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AI has the potential to profoundly change our lives with Dell Technologies. AI is easy to adopt, easy to manage and easy to scale. And there's nothing artificial about that. Yeah, yeah, from >>the Cube Studios in Palo Alto and Boston >>connecting with >>thought leaders all around the world. This is a cube conversation. Hi, I'm Stew Minimum. And welcome to this special launch with our friends at Dell Technologies. We're gonna be talking about AI and the reality of making artificial intelligence real happy to welcome to the program. Two of our Cube alumni Rob, depending 90. He's the senior vice president of server product management and very Pellegrino vice president, data centric workloads and solutions in high performance computing, both with Dell Technologies. Thank you both for joining thanks to you. So you know, is the industry we watch? You know, the AI has been this huge buzz word, but one of things I've actually liked about one of the differences about what I see when I listen to the vendor community talking about AI versus what I saw too much in the big data world is you know, it used to be, you know Oh, there was the opportunity. And data is so important. Yes, that's really But it was. It was a very wonky conversation. And the promise and the translation of what has been to the real world didn't necessarily always connect and We saw many of the big data solutions, you know, failed over time with AI on. And I've seen this in meetings from Dell talking about, you know, the business outcomes in general overall in i t. But you know how ai is helping make things real. So maybe we can start there for another product announcements and things we're gonna get into. But Robbie Interior talk to us a little bit about you know, the customers that you've been seeing in the impact that AI is having on their business. >>Sure, Teoh, I'll take us a job in it. A couple of things. For example, if you start looking at, uh, you know, the autonomous vehicles industry of the manufacturing industry where people are building better tools for anything they need to do on their manufacturing both. For example, uh, this is a good example of where that honors makers and stuff you've got Xeon ut It's actually a world war balcony. Now it is using our whole product suite right from the hardware and software to do multiple iterations off, ensuring that the software and the hardware come together pretty seamlessly and more importantly, ingesting, you know, probably tens of petabytes of data to ensure that we've got the right. They're training and gardens in place. So that's a great example of how we are helping some of our customers today in ensuring that we can really meet is really in terms of moving away from just a morning scenario in something that customers are able to use like today. >>Well, if I can have one more, Ah Yanai, one of our core and more partners than just customers in Italy in the energy sector have been been really, really driving innovation with us. We just deployed a pretty large 8000 accelerator cluster with them, which is the largest commercial cluster in the world. And where they're focusing on is the digital transformation and the development of energy sources. And it's really important not be an age. You know, the plan. It's not getting younger, and we have to be really careful about the type of energies that we utilize to do what we do every day on they put a lot of innovation. We've helped set up the right solution for them, and we'll talk some more about what they've done with that cluster. Later, during our chat, but it is one of the example that is tangible with the appointment that is being used to help there. >>Great. Well, we love starting with some of the customer stories. Really glad we're gonna be able to share some of those, you know, actual here from some of the customers a little bit later in this launch. But, Robbie, you know, maybe give us a little bit as to what you're hearing from customers. You know, the overall climate in AI. You know, obviously you know, so many challenges facing, you know, people today. But you know, specifically around ai, what are some of the hurdles that they might need to overcome Be able to make ai. Really? >>I think the two important pieces I can choose to number one as much as we talk about AI machine learning. One of the biggest challenges that customers have today is ensuring that they have the right amount and the right quality of data to go out and do the analytics percent. Because if you don't do it, it's giggle garbage in garbage out. So the one of the biggest challenges our customers have today is ensuring that they have the most pristine data to go back on, and that takes quite a bit of an effort. Number two. A lot of times, I think one of the challenges they also have is having the right skill set to go out and have the execution phase of the AI pod. You know, work done. And I think those are the two big challenges we hear off. And that doesn't seem to be changing in the very near term, given the very fact that nothing Forbes recently had an article that said that less than 15% off, our customers probably are using AI machine learning today so that talks to the challenges and the opportunities ahead for me. All right, >>So, Ravi, give us the news. Tell us the updates from Dell Technologies how you're helping customers with AI today, >>going back to one of the challenges, as I mentioned, which is not having the right skin set. One of the things we are doing at Dell Technologies is making sure that we provide them not just the product but also the ready solutions that we're working with. For example, Tier and his team. We're also working on validated and things are called reference architectures. The whole idea behind this is we want to take the guesswork out for our customers and actually go ahead and destroying things that we have already tested to ensure that the integration is right. There's rightsizing attributes, so they know exactly the kind of a product that would pick up our not worry about me in time and the resources needed you get to that particular location. So those are probably the two of the biggest things we're doing to help our customers make the right decision and execute seamlessly and on time. >>Excellent. So teary, maybe give us a little bit of a broader look as to, you know, Dell's part participation in the overall ecosystem when it comes to what's happening in AI on and you know why is this a unique time for what's happening in the in the industry? >>Yeah, I mean, I think we all live it. I mean, I'm right here in my home, and I'm trying to ensure that the business continues to operate, and it's important to make sure that we're also there for our customers, right? The fight against covered 19 is eyes changing what's happening around the quarantines, etcetera. So Dell, as a participant not only in the AI the world that we live in on enabling AI is also a participant in all of the community's s. So we've recently joined the covered 19 High Performance Computing Consortium on. We also made a lot of resources available to researchers and scientists leveraging AI in order to make progress towards you're and potentially the vaccine against Corbyn. 19 examples are we have our own supercomputers in the lab here in Austin, Texas, and we've given access to some of our partners. T. Gen. Is one example. The beginning of our chat I mentioned and I So not only did they have barely deport the cluster with us earlier this year that could 19 started hitting, so they've done what's the right thing to do for community and humanity is they made the resource available to scientists in Europe on tack just down the road here, which had the largest I can't make supercomputer that we deployed with them to. Ai's doing exactly the same thing. So this is one of the real examples that are very timely, and it's it's it's happening right now we hadn't planned for it. A booth there with our customers, the other pieces. This is probably going to be a trend, but healthcare is going through and version of data you mentioned in the beginning. You're talking about 2.3000 exabytes, about 3000 times the content of the Library of Congress. It's incredible, and that data is useless. I mean, it's great we can We can put that on our great ice on storage, but you can also see it as an opportunity to get business value out of it. That's going to be we're a lot more resource is with AI so a lot happening here. That's that's really if I can get into more of the science of it because it's healthcare, because it's the industry we see now that our family members at the M. Ware, part of the Dell Technologies Portfolio, are getting even more relevance in the discussion. The industry is based on virtualization, and the M ware is the number one virtualization solution for the industry. So now we're trying to weave in the reality in the I T environment with the new nodes of AI and data science and HPC. So you will see the VM Ware just added kubernetes control plane. This fear Andi were leveraging that to have a very flexible environment On one side, we can do some data science on the other side. We can go back to running some enterprise class hardware class software on top of it. So this is is great. And we're capitalizing on it with validates solutions, validated design on. And I think that's going to be adding a lot of ah power in the hands of our customers and always based on their feedback. And they asked back, >>Yeah, I may ask you just to build on that interesting comment that you made on we're actually looking at very shortly will be talking about how we're gonna have the ability to, for example, read or V Sphere and Allah servers begin. That essentially means that we're going to cut down the time our customers need to go ahead and deploy on their sites. >>Yeah, excellent. Definitely been, you know, very strong feedback from the community. We did videos around some of the B sphere seven launch, you know, theory. You know, we actually had done an interview with you. Ah, while back at your big lab, Jeff Frick. Otto, See the supercomputers behind what you were doing. Maybe bring us in a little bit inside as who? You know, some of the new pieces that help enable AI. You know, it often gets lost on the industry. You know, it's like, Oh, yeah, well, we've got the best hardware to accelerate or enable these kind of workloads. So, you know, bring us in its But what, You know, the engineering solution sets that are helping toe make this a reality >>of today. Yeah, and truly still you've been there. You've seen the engineers in the lab, and that's more than AI being real. That that is double real because we spend a lot of time analyzing workloads customer needs. We have a lot of PhD engineers in there, and what we're working on right now is kind of the next wave of HPC enablement Azaz. We all know the consumption model or the way that we want to have access to resources is evolving from something that is directly in front of us. 1 to 1 ratio to when virtualization became more prevalent. We had a one to many ratio on genes historically have been allocated on a per user. Or sometimes it is study modified view to have more than one user GP. But with the addition of big confusion to the VM our portfolio and be treated not being part of these fear. We're building up a GPU as a service solutions through a VM ware validated design that we are launching, and that's gonna give them flexibility. And the key here is flexibility. We have the ability, as you know, with the VM Ware environment, to bring in also some security, some flexibility through moving the workloads. And let's be honest with some ties into cloud models on, we have our own set of partners. We all know that the big players in the industry to But that's all about flexibility and giving our customers what they need and what they expect in the world. But really, >>Yeah, Ravi, I guess that brings us to ah, you know, one of the key pieces we need to look at here is how do we manage across all of these environments? Uh, and you know, how does AI fit into this whole discussion between what Dell and VM ware doing things like v Sphere, you know, put pulling in new workloads >>stew, actually a couple of things. So there's really nothing artificial about the real intelligence that comes through with all that foolish intelligence we're working out. And so one of the crucial things I think we need to, you know, ensure that we talk about is it's not just about the fact that it's a problem. So here are our stories there, but I think the crucial thing is we're looking at it from an end to end perspective from everything from ensuring that we have direct workstations, right servers, the storage, making sure that is well protected and all the way to working with an ecosystem of software renders. So first and foremost, that's the whole integration piece, making sure they realized people system. But more importantly, it's also ensuring that we help our customers by taking the guess work out again. I can't emphasize the fact that there are customers who are looking at different aliens off entry, for example, somebody will be looking at an F G. A. Everybody looking at GP use. API is probably, as you know, are great because they're price points and normal. Or should I say that our needs our lot lesser than the GP use? But on the flip side, there's a need for them to have a set of folks who can actually program right. It is why it's called the no programming programmable gate arrays of Saas fee programmable. My point being in all this, it's important that we actually provide dried end to end perspective, making sure that we're able to show the integration, show the value and also provide the options, because it's really not a cookie cutter approach of where you can take a particular solution and think that it will put the needs of every single customer. He doesn't even happen in the same industry, for that matter. So the flexibility that we provide all the way to the services is truly our attempt. At Dell Technologies, you get the entire gamut of solutions available for the customer to go out and pick and choose what says their needs the best. >>Alright, well, Ravi interior Thank you so much for the update. So we're gonna turn it over to actually hear from some of your customers. Talk about the power of ai. You're from their viewpoint, how real these solutions are becoming. Love the plan words there about, you know, enabling really artificial intelligence. Thanks so much for joining after the customers looking forward to the VM Ware discussion, we want to >>put robots into the world's dullest, deadliest and dirtiest jobs. We think that if we can have machines doing the work that put people at risk than we can allow people to do better work. Dell Technologies is the foundation for a lot of the >>work that we've done here. Every single piece of software that we developed is simulated dozens >>or hundreds of thousands of times. And having reliable compute infrastructure is critical for this. Yeah, yeah, A lot of technology has >>matured to actually do something really useful that can be used by non >>experts. We try to predict one system fails. We try to predict the >>business impatience things into images. On the end of the day, it's that >>now we have machines that learn how to speak a language from from zero. Yeah, everything >>we do really, at Epsilon centered around data and our ability >>to get the right message to >>the right person at the right >>time. We apply machine learning and artificial intelligence. So in real time you can adjust those campaigns to ensure that you're getting the most optimized message theme. >>It is a joint venture between Well, cars on the Amir are your progress is automated driving on Advanced Driver Assistance Systems Centre is really based on safety on how we can actually make lives better for you. Typically gets warned on distracted in cars. If you can take those kind of situations away, it will bring the accidents down about 70 to 80%. So what I appreciate it with Dell Technologies is the overall solution that they have to live in being able to deliver the full package. That has been a major differentiator compared to your competitors. >>Yeah. Yeah, alright, welcome back to help us dig into this discussion and happy to welcome to the program Chris Facade. He is the senior vice president and general manager of the B sphere business and just Simon, chief technologist for the High performance computing group, both of them with VM ware. Gentlemen, thanks so much for joining. Thank >>you for having us. >>All right, Krish. When vm Ware made the bit fusion acquisition. Everybody was looking the You know what this will do for space Force? GPU is we're talking about things like AI and ML. So bring us up to speed. As to you know, the news today is the what being worth doing with fusion. Yeah. >>Today we have a big announcement. I'm excited to announce that, you know, we're taking the next big step in the AI ML and more than application strategy. With the launch off bit fusion, we're just now being fully integrated with VCF. They're in black home, and we'll be releasing this very shortly to the market. As you said when we acquire institution A year ago, we had a showcase that's capable days as part of the animal event. And at that time we laid out a strategy that part of our institution as the cornerstone off our capabilities in the black home in the Iot space. Since then, we have had many customers take a look at the technology and we have had feedback from them as well as from partners and analysts. And the feedback has been tremendous. >>Excellent. Well, Chris, what does this then mean for customers? You know What's the value proposition that diffusion brings the VC? Yeah, >>if you look at our customers, they are in the midst of a big ah journey in digital transformation. And basically, what that means is customers are building a ton of applications and most of those applications some kind of data analytics or machine learning embedded in it. And what this is doing is that in the harbor and infrastructure industry, this is driving a lot of innovation. So you see the advent off a lot off specialized? Absolutely. There's custom a six FPs. And of course, the views being used to accelerate the special algorithms that these AI ml type applications need. And unfortunately, customer environment. Most of these specialized accelerators uh um bare metal kind of set up, but they're not taking advantage off optimization and everything that it brings to that. Also, with fusion launched today, we are essentially doing the accelerator space. What we need to compute several years ago and that is essentially bringing organization to the accelerators. But we take it one step further, which is, you know, we use the customers the ability to pull these accelerators and essentially going to be couple it from the server so you can have a pool of these accelerators sitting in the network. And customers are able to then target their workloads and share the accelerators get better utilization by a lot of past improvements and, in essence, have a smaller pool that they can use for a whole bunch of different applications across the enterprise. That is a huge angle for our customers. And that's the tremendous positive feedback that we get getting both from customers as well. >>Excellent. Well, I'm glad we've got Josh here to dig into some of the thesis before we get to you. They got Chris. Uh, part of this announcement is the partnership of VM Ware in Dell. So tell us about what the partnership is in the solutions for for this long. Yeah. >>We have been working with the Dell in the in the AI and ML space for a long time. We have ah, good partnership there. This just takes the partnership to the next level and we will have ah, execution solution. Support in some of the key. I am el targeted words like the sea for 1 40 the r 7 40 Those are the centers that would be partnering with them on and providing solutions. >>Excellent. Eso John. You know, we've watched for a long time. You know, various technologies. Oh, it's not a fit for virtualized environment. And then, you know, VM Ware does does what it does. Make sure you know, performance is there. And make sure all the options there bring us inside a little bit. You know what this solution means for leveraging GPS? Yeah. So actually, before I before us, answer that question. Let me say that the the fusion acquisition and the diffusion technology fits into a larger strategy at VM Ware around AI and ML. That I think matches pretty nicely the overall Dell strategy as well, in the sense that we are really focused on delivering AI ml capabilities or the ability for our customers to run their am ai and ml workloads from edge before the cloud. And that means running it on CPU or running it on hardware accelerators like like G fuse. Whatever is really required by the customer in this specific case, we're quite excited about using technology as it really allows us. As Chris was describing to extend our capabilities especially in the deep learning space where GPU accelerators are critically important. And so what this technology really brings to the table is the ability to, as Chris was outlining, to pull those resources those hardware resource together and then allow organizations to drive up the utilization of those GP Resource is through that pooling and also increase the degree of sharing that we support that supported for the customer. Okay, Jeff, take us in a little bit further as how you know the mechanisms of diffusion work. Sure, Yeah, that's a great question. So think of it this way. There there is a client component that we're using a server component. The server component is running on a machine that actually has the physical GPU is installed in it. The client machine, which is running the bit fusion client software, is where the user of the data scientist is actually running their machine machine learning application. But there's no GPU actually in that host. And what is happening with fusion technology is that it is essentially intercepting the cuda calls that are being made by that machine learning app, patience and promoting those protocols over to the bit fusion server and then injecting them into the local GPU on the server. So it's actually, you know, we call it into a position in the ability that remote these protocols, but it's actually much more sophisticated than that. There are a lot of underlying capabilities that are being deployed in terms of optimization who takes maximum advantage of the the networking link that sits between the client machine and the server machine. But given all of that, once we've done it with diffusion, it's now possible for the data scientist. Either consume multiple GP use for single GPU use or even fractional defuse across that Internet using the using technology. Okay, maybe it would help illustrate some of these technologies. If you got a couple of customers, Sure, so one example would be a retail customer. I'm thinking of who is. Actually it's ah, grocery chain. That is the flowing, ah, large number of video cameras into their to their stores in order to do things like, um, watch for pilfering, uh, identify when storage store shelves could be restocked and even looking for cases where, for example, maybe a customer has fallen down in denial on someone needs to go and help those multiple video streams and then multiple app patients that are being run that part are consuming the data from those video streams and doing analytics and ml on them would be perfectly suited for this type of environment where you would like to be ableto have these multiple independent applications running but having them be able to efficiently share the hardware resources of the GP use. Another example would be retailers who are deploying ml Howard Check out registers who helped reduce fraud customers who are buying, buying things with, uh, fake barcodes, for example. So in that case, you would not necessarily want to employ a single dedicated GPU for every single check out line. Instead, what you would prefer to do is have a full set of resource. Is that each inference operation that's occurring within each one of those check out lines could then consume collectively. That would be two examples of the use of this kind of pull in technology. Okay, great. So, Josh, a lot last question for you is this technology is this only for use and anything else. You can give us a little bit of a look forward to as to what we should be expecting from the big fusion technology. Yeah. So currently, the target is specifically NVIDIA GPU use with Cuda. The team, actually even prior to acquisition, had done some work on enablement of PJs and also had done some work on open CL, which is more open standard for a device that so what you will see over time is an expansion of the diffusion capabilities to embrace devices like PJs. The domain specific a six that first was referring to earlier will roll out over time. But we are starting with the NVIDIA GPU, which totally makes sense, since that is the primary hardware acceleration and for deep learning currently excellent. Well, John and Chris, thank you so much for the updates to the audience. If you're watching this live, please throwing the crowd chat and ask your questions. This faith, If you're watching this on demand, you can also go to crowdchat dot net slash make ai really to be able to see the conversation that we had. Thanks so much for joining. >>Thank you very much. >>Thank you. Managing your data center requires around the clock. Attention Dell, EMC open manage mobile enables I t administrators to monitor data center issues and respond rapidly toe unexpected events anytime, anywhere. Open Manage Mobile provides a wealth of features within a comprehensive user interface, including >>server configuration, push notifications, remote desktop augmented reality and more. The latest release features an updated Our interface Power and Thermal Policy Review. Emergency Power Reduction, an internal storage monitoring download Open Manage Mobile today.

>>from around the globe. It's the queue with digital coverage of Docker Con Live 2020 brought to you by Docker and its ecosystem partners. Welcome to the Special Cube coverage of Docker Con 2020. It's a virtual digital event co produced by Docker and the Cube. Thanks for joining us. We have great segment here. Precision cancer medicine really is evolving where the personalization of the data are really going to be important to personalize those treatments based upon unique characteristics of the tumors. This is something that's been a really hot topic, talking point and focus area in the industry. And technology is here to help with two great guests who are using technology. Docker Docker containers a variety of other things to help the process go further along. And we got here spring and who's the bioinformatics research assistant and Camille took Who's a student and in turn, you guys done some compelling work. Thanks for joining this docker con virtualized. Thanks for coming on. >>Thanks for having me. >>So first tell us about yourself and what you guys doing at the Children's Cancer Institute? That's where you're located. What's going on there? Tell us what you guys are doing there? >>Sure, So I built into Cancer Institute. As it sounds, we do a lot of research when it comes to specifically the Children's cancer, though Children a unique in the sense that a lot of the typical treatment we use for adult may or may not work or will have adverse side effects. So what we do is we do all kinds of research. But what lab and I love, which we call a dry love What we do research in silica, using computers at the develop pipelines in order to improve outcomes for Children. >>And what are some of the things you get some to deal with us on the tech side, but also there's the workflow of the patients survival rates, capacity, those constraints that you guys are dealing with. And what are some of the some of the things going on there that you have to deal with and you're trying to improve the outcomes? What specific outcomes were you trying to work through? >>Well, at the moment off of the past decade and all the work you've done in the past decade, we've made a substantial impact on the supply of ability off several high risk cancers in Pediatrics on and we've Got a certain Program, which spent I'll talk about in more depth called the Zero Childhood Cancer Program and essentially that aims to reduce childhood cancer in Children uh, zero. So that, in other words, with the previous five ability 100% on hopefully, no lives will be lost. But that's >>and what do you guys doing specifically? What's your your job? What's your focus? >>Yes, so part of our lab Old computational biology. Uh, we run a processing pipeline, the whole genome and our next guest that, given the sequencing information for the kids, though, we sequence the healthy cells and we sequence there. Two missiles. We analyze them together, and what we do is we find mutations that are causing the cancel that help us determine what treatment. So what? Clinical trials might be most effective for the kids and so specifically Allah books on that pipeline where we run a whole bunch of bioinformatics tools, that area buying thematic basically biology, informatics, and we use the data generated sequel thing in order to extract those mutations that will be the cancer driving mutations that hopefully we can target in order to treat the kids. >>You know, you hear about an attack and you hear Facebook personalization recommendation engines. What the click on you guys are really doing Really? Mawr personalization around treatment recommendations. These kinds of things come into it. Can you share a little bit about what goes on there and and tell us what's happening? >>Well, as you mentioned when you first, some brought us into this, which we're looking at, the the profile of the team itself and that allows us to specialize the medication on the young treatment for that patient on. Essentially, that lets us improve the efficiency and the effectiveness off the treatment, which in turn has an impact on this probability off. >>What are some of the technical things? How did you guys get involved with Docker with Docker fit into all this? >>Yeah, I'm sure Camille will have plenty to bring up on this as well. But, um, yes, it's been quite a project to the the pipeline that we have. Um, we have built on a specific platforms and is looking great. But as with most tools in a lot of things that you develop when your engineers eyes pretty easy for them to become platform specific. And then that kind of stuck there. And you have to re engineer the whole thing kind of of a black hole. That's such a pain to there. So, um, the project that Mikhail in my field working on was actually taking it to the individual's pools we used in the pipeline and Docker rising them individually containing them with the dependencies they need so that we could hook them up anyway. We want So we can configure the pipeline, not just customized based off of the data like we're on the same pipeline and every it even being able to change the pipeline of different things to different kids. Be able to do that easily, um, to be able to run it on different platforms. You know, the fact that we have the choice not only means that we could save money, but if there's a cloud instance that will run an app costal. If there's a platform that you know wanted to collaborate with us and they say, Oh, we have this wholesome data we'd love for you to analyze. It's over hell, like a lot of you know, >>use my tool. It's really great. >>Yeah. And so having portability is a big thing as well. And so I'm sure people can go on about, uh, some of the pain point you having to do authorize all of the different, But, you know, even though they Austin challenges associated with doing it, I think the payoff is massive. >>Dig into this because this is one of the things where you've got a problem statement. You got a real world example. Cancer patients, life or death gets a serious things going on here. You're a tech. You get in here. What's going on? You're like, Okay, this is going to be easy. Just wrangle the data. I throw some compute at it. It's over, right? You know what? How did you take us through the life? They're, you know, living >>right. So a supreme I mentioned before, first and foremost well, in the scale of several 100 terabytes worth of data for every single patient. So obviously we can start to understand just how beneficial it is to move the pipeline to the data, rather the other way around. Um, so much time would be saved. The money costs as well, in terms of actually Docker rising the but the programs that analyze the data, it was quite difficult. And I think Sabrina would agree mate would agree with me on this point. The primary issue was that almost all of the apps we encountered within the pipeline we're very, very heavily dependent on very specific versions off some dependencies, but that they were just build upon so many other different APS on and they were very heavily fined tuned. So docker rising. It was quite difficult because we have to preserve every single version of every single dependency in one instance just to ensure that that was working. And these apps get updated quite Simpson my regularly. So we have to ensure that our doctors would survive. >>So what does it really take? The doc arise your pipeline. >>I mean, it was a whole project. Well, um, myself, Camille, we had a whole bunch of, um, automatic guns doing us over the summer, which was fantastic as well. And we basically have a whole team of lost words like, Okay, here's another automatic pull in the pipeline. You get enterprise, you get to go for a special you get enterprise, they each who individually and then you've been days awake on it, depending on the app. Easier than others. Um, but particularly when it comes to things a lot by a dramatic pools, some of them are very memory hungry. Some of them are very finicky. Some of the, um ah, little stable than others. And so you could spend one day characterizing a tool. And it's done, you know, in a handful of Allah's old. Sometimes it could make a week, and he's just getting this one tool done. And the idea behind the whole team working on it was eventually use. Look through this process, and then you have, um, a docker file set up. Well, anyone to run it on any system. And we know we have an identical set up, which was not sure before, because I remember when I started and I was trying to get the pipeline running on my own machine. Ah, lot of things just didn't look like Oh, you don't have the very specific version of ah that this developer has. 00 that's not working because you don't have this specific girl file that actually has a bug fixes in it. Just for us like, Well, >>he had a lot of limitations before the doctor and doctor analyzing docker container izing it. It was tough. What was it like before and after? >>And we'll probably speak more people full. It was basically, uh, yeah, days or weeks trying to set up on in. Stole everything needed around the whole pipeline. Yeah, it took a long time. And even then, a lot of things, But how you got to set up this? You know, I think speculation of pipeline, all the units, these are the three of the different programs. Will you need this version of obligation? This new upgrade of the tools that work with that version of Oz The old, all kinds of issues that you run into when they schools depend on entirely different things and to install, like, four different versions of python. Three different versions of our or different versions of job on the one machine, you know, just to run it is a bit of >>what has. It's a hassle. Basically, it's a nightmare. And now, after you're >>probably familiar with that, >>Yeah. So what's it like after >>it's a zoo? It supports ridiculously efficient. Like it. It's It's incredible what Michael mentioned before, as soon as we did in stone. Those at the versions of the dependencies. Dhaka keeps them naturally, and we can specify the versions within a docker container. So we can. We can absolutely guarantee that that application will run successfully and effectively every single time. >>Share with me how complicated these pipelines are. Sounds like that's a key piece here for you guys. And you had all the hassles that you do. Your get Docker rised up and things work smoothly. Got that? But tell >>me about >>the pipelines. What's what's so complicated about them? >>Honestly, the biggest complication is all of the connection. It's not a simple as, um, run a from the sea, and then you don't That would be nice, but that know how these things work if you have a network of programs with the output of this, input for another, and you have to run this program before this little this one. But some of the output become input for multiple programs, and by the time you hook the whole thing up, it looks like a gigantic web of applications. The way all the connections, so it's a massive Well, it almost looks like a massive met when you look at it. But having each of the individual tools contained and working means that we can look them all up. And even though it looks complicated, it would be far more complicated if we had that entire pipeline. You know, in a single program like having to code, that whole thing in a single group would be an absolute nightmare. Where is being able to have each of the tools as individual doctors means we just have the link, the input on that book, which is the top. But once you've done that, it means that you know each of the individual pools will run. And if an individual fails, or whatever raised in memory or other issues run into, you can rerun that one individual school re hooks the output into whatever the next program is going without having one massive you know, program will file what it fails midway through, and there's nothing you can do. >>Yeah, you unpack. It really says, Basically, you get the goodness to the work up front, and a lot of goodness come out of it. So this lets comes to the future of health. What are the key takeaways that you guys have from this process? And how does it apply to things that might be helpful to you right around the corner? Or today, like deep learning as you get more tools out there with machine learning and deep learning? Um, we hope there's gonna be some cool things coming out. What do you guys see here? And the insights? >>Well, we have a section of how the computational biologist team that is looking into doing more predictive talks working out, um, basically the risk of people developing can't the risks of kids developing cancel. And that's something you can do when you have all of this data. But that requires a lot of analysis as well. And so one of the benefits of you know being able to have these very moveable pipelines and tools makes it easier to run them on. The cloud makes it easier to shale. You're processing with about researches to the hospitals, just making collaboration easier. Mainz that data sharing becomes a possibility or is before if you have three different organizations. But the daughter in three different places. Um, how do you share that with moving the daughter really feasible. Pascal, can you analyze it in a way that practical and so I don't want one of the benefits of Docker? Is all of these advanced tools coming out? You know, if there's some amazing predicted that comes out that uses some kind of regression little deep learning, whatever. If we wanted to add that being able to dock arise a complex school into a single docker ice makes it less complicated that highlighted the pipeline in the future, if that's something we'd like to do, >>Camille, any thoughts on your end on this? >>Actually, I was Sabrina in my mind for the last point. I was just thinking about scalability definitely is very. It's a huge point because the part about the girls as a technology does any kind of technology that we've got to inspect into the pipeline. As of now, it be significantly easier with the use of Docker. You could just docker rise that technology and then implant that straight into the pipeline. Minimal stress. >>So productivity agility doesn't come home for you guys. Is that resonate? >>Yeah, definitely. >>And you got the collaboration. So there's business benefits, the outcomes. Are there any proof points you could share on some results that you guys are seeing some fruit from the tree, if you will, from all this Goodness. >>Well, one of the things we've been working on is actually a collaboration with those Bio Commons and Katica. They built a platform, specifically the development pipelines. We wanted to go out, and they have support for Docker containers built into the platform, which makes it very easy to push a lot of containers of the platform, look them up and be able to collaborate with them not only to try a new platform without that, but also help them look like a platform to be able to shoot action access data that's been uploaded there as well. But a lot of people we wouldn't have been able to do that if we hadn't. Guys, they're up. It just wouldn't have. Actually, it wouldn't be possible. And now that we have, we've been able to collaborate with them in terms of improving the platform. But also to be able to share and run our pipelines on other data will just pretty good, >>awesome. Well, It's great to have you on the Cube here on Docker Con 2020 from down under. Great Internet connections get great Internet down. They're keeping us remote were sheltering in place here. Stay safe and you guys final question. Could you eat? Share in your own words from a developer? From a tech standpoint, as you're in this core role, super important role, the outcomes are significant and have real impact. What has the technology? What is docker ization done for you guys and for your work environment and for the business share in your own words what it means. A lot of other developers are watching What's your opinion? >>But yeah, I mean, the really practical point is we've massively increased capacity of the pipeline. One thing that been quite fantastic years. We've got a lot of increased. The Port zero child who can program, which means going into the schedule will actually be able to open a program. Every child in Australia that, uh, has cancel will be ableto add them to the program. Where is currently we're only able to enroll kids who are low survivability, right? So about 30% the lowest 30% of the viability we're able to roll over program currently, but having a pipeline where we can just double the memory like that double the amount of battle. Uh, and the fact that we can change the instance is really to just double the capacity trip. The capacity means that now that we have the support to be able to enroll potentially every kid, Mr Leo, um, once we've upgraded the whole pipeline, it means will actually be a code with the amount of Children being enrolled, whereas on the existing pipeline, we're currently that capacity. So doing the upgrade in a really practical way means that we're actually going to be a triple the number of kids in Australia. We can add onto the program which wouldn't have been possible otherwise >>unleashing the limitations and making it totally scalable. Your thoughts as developers watching you're in there, Your hand in your hands, dirty. You built it. It's showing some traction. What's what's your what's your take? What's your view? >>Well, I mean first and foremost locks events. It just feels fantastic knowing that what we're doing is as a substantial and quantify who impact on the on a subset of the population and we're literally saving lives. Analyze with the work that we're doing in terms off developing with With that technology, such a breeze especially compared Teoh I've had minimal contact with what it was like without docker and from the horror stories I've heard, it's It's It's a godsend. It's It's it's really improved The quality of developing. >>Well, you guys have a great mission. And congratulations on the success. Really impact right there. You guys are doing great work and it must feel great. I'm happy for you and great to connect with you guys and continue, you know, using technology to get the outcomes, not just using technology. So Fantastic story. Thank you for sharing. Appreciate >>you having me. >>Thank you. >>Okay, I'm John for we here for Docker Con 2020 Docker con virtual docker con digital. It's a digital event This year we were all shale three in place that we're in the Palo Alto studios for Docker con 2020. I'm John furrier. Stay with us for more coverage digitally go to docker con dot com from or check out all these different sessions And of course, stay with us for this feat. Thank you very much. Yeah, yeah, yeah, yeah, yeah, yeah

>> from Bahrain. It's the Q covering AWS Public sector Bahrain brought to you by Amazon Web service is >> love Run. Welcome back. This two cubes coverage here for a diverse Emmet. We're in by rain in the Middle East Cloud Computing Changing the game telling all the top stories Cloud computing decreasing now being offered Amazons Regions now operational. Our next guest is a maze. Rihan, Chief Technology Officer Arum X, Big global provider of logistics and transportation. Service is welcome to the Cube. >> Thank you, John. Thank you for having me. >> So you're on a panel this morning? We powertech. It's a women in tech panel graduations. But you're also the CTO of a really big logistics and transportation company. Going to the cloud? Yes. Tell us a story. >> So s O. I work for Allah mix, and Adam makes is a global leader in transportation logistics. Uh, we have we're proud to have a diverse culture, and we have 30% of our management's are females. So, uh, it's only natural to have ah female city. Or but for amex, uh, the whole dish transformation journey and the cloud adoption it started. Ah, like all other enterprises with the whole cloud we've started and we found ourselves competing with corporate, But, uh, not competing with the classical competitors for from the logistic industry but rather competing with innovators are are on companies that are really consuming the best out of the cloud in terms of speed and agility. So we had to transform on there. We created this transformation Lord map on. We fired multiple problems on, uh, this is how it started on. Now we're proud to have Ah, big Italy on AWS on dhe removed a lot of our business processes. Did I from from our machine learning logic that's there. We're modernizing our landscape and moving. >> So you guys are big logistics. A lot of compute powers needed a lot of I t now moving to AWS, which also religious expensive things, a lot of packages around of their business, a lot of compute, a lot of storage lot of I t. Why the shift to the cloud? What was the reason? >> Agility is the most important thing and being able to to create M v P's for for all the ideas that were might have what that we might have to support the business but also ah furthermore, because we needed ah ah, massive computer power. Because whenever you're in the service sector, the number of transactions that you process and the speed of processing Boston's action needs to be a tremendous. And that's the power of the cloud scaling up by then, at the end of the month, when you want to invoice voices with 100 K items, this is what we were looking >> for. So digital transformations complex for you. You have I t. You have your back office, you have a huge organization. I o t must be a big part of it, too, because you've got to keep track of everything. How big is the I O. T or industrial? I ot component of it? >> Well, for our industrial city is very, very relevant. It's going to be transformational on the shipment tracking, handling, uh, and it will shift the way we do business. The one of the main drivers off Beating our big date on AWS was the fact that we want to feed Ah, i ot findings and sensors reading to the club. This is something that we're very serious about, where we're actually I wouldn't I wouldn't say that way. Haven't seen most of the innovations that are related to that. Andi, I think we had some success stories, but for certain sectors, like pharmaceuticals and so on. But the minute those sensors would be commercialized and visible enough to be attached to each and every package, we will be the first. You >> know, we love talking about about two point. Oh, a whole new generation is coming. Yeah, you have compute, you got storage. It's either on premise or it's gonna be in the cloud Network now is important because we've got five g and other you know, radio frequency capabilities, tracking real time data. Do you move? Compute to the data. So an entire paradigm of computing is shifting. >> Yeah, we know it shifting from from the traditional way of doing things where you have your own data centers on the whole communication and work networking setup is built to service. Ah, this architecture off local data centers introducing the cloud. Uh, it would be a challenge. How do you connect both of them? But the way we did it because we were very serious about the cloud moves we prepared right from the beginning So we knew the locations that we selected for our data centers on how close and how we're going to connect him with our own that the centers for for the hybrid set up when we're on both. We were We took it very seriously, and we changed the whole ecosystem that comes around. >> So you got your data lake now? So analytics are important. >> Yes. The lake. We moved our data lake and remove our B I as well. Reporting toe aws on, we created a layer off logic that science logic to derive business processes like your last month delivery G, according address prediction, as well as the understanding, market trends and everything. >> So how's it going with Amazon so far? Good. >> It's going doing very, very well. We've had this data for so long. And Andi. It's a wealth of knowledge of the Indus specific. All our industry. We want to bring the best out of it. Andi could do that. >> And you have in house developers. You talk a little bit. The damage is it? Mostly you've had that for a while, right? Mostly developers. >> Yes, we do have for years. Actually, we've been an in House Development Company. We were building our own applications, like on a very wide range with very good on strict Ah, production and Dev Ops processes. Ah, well, now we're shifting our development towards the clog. We're very open toe to start developing, uh, aws and to adopt even local platforms. Whatever makes us move faster and more flexible. Way. >> Mays, You're on the panel with the Powertech. Limited tech promote diversity. How is diversity changed with the technology innovation? >> Actually, the diversity within the workplace is ah very significant and important driver for innovation on dhe, we at ceramics were very proud on. Did you consider it a differentiator and dynamics edge toe To be a diverse culture, we have more than 80. Nationality is 30%. I told you off our management team are females. Ah, that that gives you a lot off knowledge on also allows you to bring in different age groups off different formats of thinking acknowledge on backgrounds that that really makes change management easier on. You don't really feel any resistance to progress. >> Well, you're an inspiration. What advice would you give women out there watching young girls to professional women looking at their careers. What's your advice? >> Everything. Is this doable? We understand that you come from a region where there there has been a cultural challenges. However, I don't see them anymore, Especially when you work with big enterprises. If you create a balance at home and gender balance will review within your family, then you're OK. >> You do that. You do anything you can tell my wife or kids she could be CEO. Thank you so much for coming on such an insight. Great stuff. Think reporting here in by range. The Cube coverage on John Ferrier. Thanks for watching. We'll be back with more coverage at this rate break.

live from Las Vegas it's the queue covering del technology's world 2019 on to you by del technologies and its ecosystem partners welcome back everyone to day two of the cubes live coverage of del technologies world here in Las Vegas at the sands Expo I'm your host Rebecca night along with my co-host stu minimun we have two guests for this segment we have Kunal Rove Allah he is the SVP software engineering Dell EMC and yet edie your your Dominion SVP product development Dell EMC thank you both so much for coming on the queue thank you thank you thank you so as we know customers are dealing with a tsunami of and apps this is what from Michael Dell from his words it is it is it is exceedingly complex there is so much to manage can you just lay the foundation and just tell our viewers what you're hearing from customers and the specific challenges they're facing I think customers have been pretty specific with us and they've been very consistent about it their business is being disrupted by digital transformation data is exploding and it's hard to manage and then on top of it they're they're working as hard as they can to cope with that growth best they can but that's often causing them unintended consequences in making things either less efficient or harder to manage in their data centers and in their operation so our job is and that and that those factors are making it difficult for them to realize that your benefit of all the data that they have so our job is to help them unlock all of that potential that's sort in their data alright so Kunal data protection got some good call outs in the keynote new brandings power protect can you walk us through you know what's new what to rebrand and you know what we should be taking away absolutely still so it's been an exciting morning already as you heard we've announced Dell EMC pulpit that software and Dell UMC power protect X 400 it is our new next-generation data management software platform and the new next-generation multi-dimensional data management appliance and with power protect we believe that it will help midsize and large enterprise organizations transform from what is traditionally been a traditional form of data protection - more of a data management space and their management solutions so that's what happens with power protect protect comes as you have heard in different form factors you can deploy it as a software or it can come as an appliance but it gives you the ability to set up policies and manage the data where you can create the backups you can create the restores and restore the data that you need at the same time have other use cases to help with data management problems that customers are running into today so as we know that the landscape is really changing there are new threats there are new requirements that companies need to abide by what are the sort of can you walk us through some of the specs of this and exactly what it does yeah absolutely so it is it is a based on a modern architecture it is software-defined and we see that a lot of the transformation that we're seeing in the industry is driving towards software-defined we do see that there is a need for data protection to reside closest to where the data is or where the application owners are so if you think of customers that have thought about data protection in the past is sometimes as an afterthought they've run into challenges when they've had incidents or they've lost data if you think about how do you best protect some of this data if you give the powers to the customers that are closest to the data or the data owners there's a good chance of success with data protection strategies so having self service driven architectures as well as capabilities to help with centralized IT management are key parts of what we do with power protect and then if you think about just the explosion of data that we've seen and the usage and the widespread usage of cloud it is cloud enabled multiple ways of using power protect in the cloud storing to the cloud clout hearing to the cloud so there are a lot of things that we can do with multi cloud environments that customers have as well as having simplicity of management so these are some of the key pillars that come together as you think about power protect software as well as the appliances yeah so I'm wondering if you can just bring us in a little bit cuz I look at the challenges out there we know one of the one of the biggest things in IT is nothing ever dies you know I've got old environments out there that I need to be able to manage that data protection layer is something that it you know it can sometimes be you have to be able to do it over time because it needs to work with so many different environment so I've got everything from you know boy my mainframe and you know my make legacy applications to the latest cloud native wonderful multi cloud things like you know we saw Microsoft up on stage talking about can you give us you know what you're hearing from customers what are they finally you know moving forward and how do you manage that breadth of you know data that you need to be able to deal with the diversity both of their workloads that are being protected in the environments and the distributed data centers that they have in the operational towns they have is tremendous that's why we have a portfolio products so we have a portfolio both in the software side as well as the appliance side that deal with the different challenges that they have whether it's on the edge with our virtual edition in in larger data centers with things like data domain and some of our data suite product a to protection suite products as well as in this modern data protection space and the new products that we're introducing today so we need they customers need diversity and how we protect their data and then they need different options for for how and where that they they do that anything specifically you know that you know is different now than it would have been five years ago when it talked about diversity of environments or media that they're working on we talked about tape earlier and one of the challenging things is we keep you know building new products that don't have some of these features because we think that's not where the markets going but even on our entry data domain appliance we just added tape capability to it because that's what customers feedback is they said even in the smallest case we still have a need for that in our in our environment all right so so 2019 is not the year that tape finally dies obviously there's not new tape probably being deployed but customers still have tape in their environment and they need a way to protect but also be able to access and leverage the data that's in their tapes we had a customer we're talking about big data and then they said you know the biggest data is on our tapes but it's locked up so we need a way to have accessibility for that data and bring it into our business and our transformation unlocking the data no matter where it resides whether it's on the tape whether it's on disk whether it's in the cloud no matter how far it is from where the applications are and being able to provide a solution that helps unlock the data bring it to where it is required and be but to use it again is acting a key part of what we're trying to solve I know that so many people are eager to memorialize tape but I what I'm trying to what I'm trying to think about is how are you talking with customers about these these things because there are there is sort of an unease with we've had data over here and we're not ready to migrate it over it this way and how are you sort of holding your customers hand and when walking them through these decisions I mean it's there's no cookie cutter answer because it is different for every organization so how do you help a customer think through these very big challenges I think one of the key parts of this is having conversations with the customers to think about what their objectives are what their standard objectives are for their environments now in certain cases we've seen customers that have governance or compliance requirements because of the industries that they play in one customer for example is talking about backups being required for 50 years so there are customers that have long term retention needs or situations where they want to have backups or data stored for different purposes as you think about what these s loz are and as you talk about the top two customers about what problems they want to solve defining what the solution is and how that solution helps them meet their SLA or meet their business objectives is a good way that customers understand what we can present and how we can help them and I think one thing I'd add is we can also approach it from a portfolio perspective so when we talk about solving their problems we don't need to talk about it just as data protection but as a portfolio so we can bring in VX rail discussion and power edge and different storage options and we can build them a solution that is encompassing all the different things that will really solve their problem yeah let's get underneath the covers here for a second you brought up some of the platform pieces what's the update on the appliance piece you know as that fits into the power project family yeah so we have an appliance instantiation that both is a hybrid so a combination of spending media and flash as well as in all flash appliance we needed and that was kind of one key tenant as having the performance options available at different cost points another option another requirement was scale out so we needed we have customers that need starting at a half to buy it or even a petabyte but we also have customers that want to start 6,400 TBS and and that's what our appliances allows not only to scale in place so they can buy one and then they can grow it in place or they can actually add nodes and scale out as another way to deal with the data the data explosion so I think the appliance is offering both this penomet and earlier software to find it is scale out and it has cloud you know coverage in that it's object aware it's loud aware and I think with the software platform that we build that integrates seamlessly with the appliance we have the ability to drive automation that helps with customers deployments as the environments continue to change one thing that's consistent with every customer that we speak to is that environments aren't stagnant they keep evolving they keep changing and it's not just an expansion of the environments but there are different types of workloads that come in there are different types of deployment models that they have and with the automation that we built-in it's easy for customers to use the automated policies to help with the data protection that we provide so let's talk about the data for a second you know one of the objectives I love you talking about how much data they have on tape they want to unlock that how much are you having conversation with the customer about the value of data and how important that is to their business and where you know your solution set really helps to be able to business unlock that value sure so I think it is very clear to us in all of our conversations that I think data is becoming the new currency I think data is the center of all of the decisions that are getting made within organizations identifying what the critical data is what the critical applications are where the data is important for continuous operations of a business in a lot of cases data is continuously required for all businesses now but what are some of the data what is some of the data that helps with the decision making that is required for businesses succeed is important so once there has been an identification of what this data is what the classification is for the data having different strategies to protect that data to help restore from that data backups is a critical part of what we have worked with customers yes not all data is created equal and then different different workloads DIF data needs a different strategy to make sure that it's weather well-protected it's resilient and accessible anything in the modern work workloads that are impacting you think kind of the a IML you know IOT type environment where there's a lot of data and when you talk about not data it's a very created equal it's like okay sometimes there's a lot of data but you know I don't necessarily want to spend as much on some of these classes data I want to be able to use them how does that fit into the discussion so as we think about how we built the architecture we build an architecture where there are services that help with collecting more data and more information that can help with decision making within the product if you think about different forms of modern data that is available whether it be containers whether it be applications that are residing on Prem more seamlessly transition to the cloud bringing the right amount of data back having analysis on that data and have been protected is critical so I think those are key key components of how we solve the data protection problem yeah that that and having patented industry-leading efficiency and data reduction technology - it's gonna cost money wherever you save the data but if we can optimize and reduce that provide a great total cost of ownership that's that's key for these customers is because a lot of a lot of it seems easy upfront but then long term those costs can escalate whether it's on Prem or in cloud and we have to make sure that they they maintain a good TCO and I think to add to that also the application owners understand their data better than anyone else does giving the power to the application owners on when they need to protect the data what they need to do with the data when they need to restore from that data is a critical part of driving success for the customers while we do that it is important that the central IT teams are able to enforce the compliance and governance across the entire environment as well whether it be existing workloads new workloads new applications but we want to provide the central IT team the ability to have that SLO driven compliance framework and that's what the platform presents as well I want to ask you to sort of look into the future a little bit and we're talking a lot about as you said there are companies organizations their data needs are not stagnant they are always changing that is really the one true constant of this technological world that we live in what do you think we're going to be talking about in 2020 and 20 20 25 when we heard from the keynote there's going to be enough data to fill the Empire State Building 13 times our change is just staggering in and of itself I mean what are some of the the things that organizations need to be thinking about to make sure that they are preparing for the future I think we talked a little bit about AI in ml I think integrating more and more of those technologies into the product so that they're they're making decisions and they're being smart without the user intervention and they're even understand the quality of service quality of data and making those decisions we integrated ml into the new appliance product to help one of the biggest challenges our customers face is managing the capacity and maintaining good d-do performance and we integrated ml in order to decide where to put that data both for capacity and performance I think we're gonna further see the integration of that technology on our end as well as the customers end all right so bring us on home power protected new branding new products I hear the power name I'm sure Jeff Clark's happy when we talk about you know getting alignment across the portfolio I've talked a lot of the other power groups this week you know what's your customers you know take away as to why this is different yet you know the comfort of the history and experience that EMC and Ella brought in this space for many years so it for all of us it's a very exciting announcement it is our new modern data management platform that we've launched with power protect you get the ease of the simplicity of deployment you get the full integrated start if you have the appliance deployment form factor if you have the flexibility with the software deployment that you need you have the ability to protect and do all of your data management use cases or drive the deer management use cases for critical workloads and I think that's the that's the key problem the customers are trying to solve it's also the platform that's built with our trusted architectures and it's built on on what we've we've done very well with the trusted architectures we built so I think with that power protect gives you from that customers will be able to use and will be able to expand the businesses in the future as well I think well said I think we saw in the demos today of the many of the storage products and data protection products you see a very consistent UX across those products and we want we want as can all was saying bringing the trusted technologies that we've had but bring them in a modern usable way and if you know a little bit about using a power edge or VX rail or an e CS product as soon as you get this new power protect product actually we've been bringing that technology to some of our other products it'll feel familiar and it'll be easy to use so that's a great note to end on Edie canal thank you so much for coming on with you thank you thank you we will have so much more coming up on day two of the cubes live coverage of Dell technologies world in just a little bit I'm Rebecca Knight force to minimun

I from Las Vegas Nevada it's the cube covering IBM world of Watson 2016 brought to you by IBM now here are your hosts John furrier and Dave vellante hey welcome back everyone we're here live in Las Vegas for IBM's world of Watson at the mandalay bay here this is the cube SiliconANGLE media's flagship program we go out to the events and extract the signal-to-noise I'm John Ford SiliconANGLE i'm here with dave vellante my co-host chief researcher red Wikibon calm and our next guest is inderpal bhandari who's the chief global chief data officer for IBM welcome to the cube welcome back thank you thank you meet you you have in common with Dave at the last event 10 years Papa John was just honest we just talked about the ten year anniversary of I OD information on demand and Dave's joke why thought was telling we'll set up the says that ten years ago different data conversation how do you get rid of it is I don't want the compliance and liability now it shifted to a much more organic innovative exciting yeah I need a value add what's the shift what's the big change in 10 years what besides the obvious of the Watson vision how did what it move so fast or too slow what's your take on this ya know so David used to be viewed as exhaust right the tribe is something to get rid of like you pointed out and now it's much more to an asset and in fact you know people are even talking about about quantifying it as an asset so that you can reflect it on the balance sheet and stuff like that so it certainly moved a long long way and I think part of it has to do with the fact that we are inundated with data and data does contain valuable information and to the extent that you're able to glean it and act on it efficiently and quickly and accurately it leads to a competitive advantage what's the landscape for architects out there because a lot of things that we hear is that ok i buy the day they I got a digital transformation ok but now I got to get put the data to work so I need to have it all categorized what's the setup is there a general architecture philosophy that you could share with companies that are trying to set themselves up for some baseline foundational sets of building blocks I mean I think they buy the Watson dream that's a little Headroom I just want to start in kindergarten or in little league or whatever metaphor we want to use any to baseline what's today what's the building blocks approach the building blocks approach I mean from a if you're talking about a pure technical architectural that kind of approach that's one thing if you're really going after a methodology that's going to allow you to create value from data I would back you up further I would say that you want to start with the business itself and gaining an understanding of how the business is going to go about monetizing itself not its data but you know what is the businesses monetization strategy how does the business plan to make money over the next few years not how it makes money today but over the next few years how it plans to make money that's the right starting point once you've understood that then it's basically reflecting on how data is best used in service of that and then that leads you down to the architecture the technologies the people you need the skills makes the process Tanner intuitive the way it used to be the ivory tower or we would convene and dictate policy and schemas on databases and say this is how you do it you're saying the opposite business you is going to go in and own the road map if you will the business it's a business roadmap and then figure it out yeah go back then go back well that's that's really the better way to address it than my way so the framework that we talked about in in Boston and now and just you're like the professor I'm the student so and I've been out speaking to other cheap date officers about it it's spot on this framework so let me briefly summarize it and we can I heard you not rebuilding it to me babe I'm saying this is Allah Falls framework I've stolen it but with no shame no kidding and so again we're doing a live TV it's you know he can source your head I will give him credit so but you have said they're there are two parallel and three sequential activities that have to take place for data opposite of chief data officer the two parallel our partnership with the line of business and get the skill sets right the three sequential are the thing you just mentioned how you going to monetize data access to data data sources and Trust trust the data okay so great framework and I'd say I've tested it some CEOs have said to me well I geeza that's actually better than the framework I had so they've sort of evolved as I said you're welcome and oh okay but now so let's drill into that a little bit maybe starting with the monetization piece in the early days Jonna when people are talking about Big Data it was the the mistake people made was I got to sell the data monetize the data itself not necessarily it's what you're saying yes yes I think that's the common pitfall with that when you start thinking about monetization and you're the chief data officer your brain naturally goes to well how do I monetize the data that's the wrong question the question really is how is the business planning to monetize itself what is the monetization strategy for the overall business and once you understand that then you kind of back into what data is needed to support it and that's really kind of the sets the staff the strategy in place and then the next two steps off well then how do you govern that data so it's fit for the purpose of that business lead that you just identified and finally what data is so critical that you want to centralize it and make sure that it's completely trusted so you back into those three those three steps so thinking about data sources you know people always say well should you start with internal should you start with external and the answer presumably is it depends it depends on the business so how do you how do you actually go through that decision tree what's that process like yeah I mean if you know you start with the monetization strategy of the company so for example I'll use IBM a banana and the case of IBM took me the first few months to understand that our monetization strategy was around cognitive business specifically making enterprises into cognitive businesses and so then the strategy that we have internally for IBM's data is to enable cognition within within IBM the enterprise and move forward with that and then that becomes a showcase for our customers because it is after all such a good example of a complex enterprise and so backing you know backing in from that strategy it becomes clear what are some of the critical data elements that you need to master that you need to trust that you need to centralize and you need to govern very very rigorously so that's basically how I approached it did I answer your question daivam do you get so so you touched on the on the second part I want to drill into the the third sequential activities which which is sources so i did so you did we just talk about this well the sources i mean if you had something add to that yes in terms of the i think you mentioned the internal versus external so one thing else i'll mention especially if you kind of take that 10-year outlook that we were talking about 10 years ago serials had very internal outlook in terms of the data was all internal business data today it's much more external as well there's a lot more exogenous data that we have to handle and validity and that's because we're making use of a lot more unstructured data so things like news feeds press releases articles that have just been written all our fair game to amplify the view that you have about some entity so for example if we're dealing with a new supplier you know previously we might gather some information by talking with them now we'd also be able to look at essentially everything that's out there about them and factor that in so it is a there's an element of the exogenous data that's brought to bear and then that obviously becomes part of the realm of the CDO as well to make sure that that data is available and you unusable by the business is John Kelly said something go ahead sorry well Jeff Jonas would say that's the observation space right that you want to have the news feeds it's extra metadata that could change the alchemy if you will of whatever the mix of the data is that kind of well yeah I would say you might even go further than just metadata i would say that in some some sense it's part of your intrinsic data set because you know it gives you additional information about the entities that you're collecting data on and that measuring the John Kelly in the keynote this morning he made two statements he said one is in three to five years every health care practitioners going to going to want to consult Watson and then he also said same thing for MA because watch is going to know every public piece of data about every single company right so it's would seem that within the three to five year time frame that the shift is going to be increasingly toward external data sources not necessarily the value in the lever points but in terms of the volume certainly of data is that fair I think it's a it's a fair statement I mean I think if you think of it in the healthcare context if you know a patient comes in and there's a doctor or a practitioner that's examining the patient right there they're generating some data based on their interaction but then if you think about the exogenous data that's relevant and pertinent to that case that could involve you know thousands of journals and articles and so you know your example of essentially saying that the external data could be far greater than the internal data out say we're already there okay and then the third sequential piece is trust are you gonna be able to trust the trust we talk a lot about we were down to Big Data NYC the same week you guys made your big announcement the data works everybody talks about data Lakes we joke gets the data swamp and can't really trust the data yeah we further away from a single version of the truth than we ever were so how are you dealing with that problem internally at IBM and what's the focus is it more on reporting is it more on supporting lines of business in product yeah the focus internal within IBM is in terms of driving cognition at the way I would describe it is at points where today we have significant human judgment being exercised to make decisions and that's you know thousands of points in our enterprise or complicated enterprise like IBM's and each of those decision points is actually an opportunity to inject cognitive technology and play and then bring to bear and augmented intelligence to those decisions that you know a factors in the exogenous data so leaving a much better informed decision but also them a much more accurate decision okay the two parallel activities let's start with the first one line of business you know relationships sounds like bromide why is it not just sort of a trite throwaway statement what where's the detail behind that so the detail behind that if you go back to the very first and the most important step and this whole thing with regard to the monetization strategy of the company understanding that if you don't have those deep relationships with the lines of business there's no way that you'll be able to understand the monetization strategy of the business so that's why that's a concurrent activity that has to start on day one otherwise you won't even get past the you know that that very first first base in terms of understanding what the monetization strategies are for the business and that can only really come by working directly with the business units meeting with their leadership understanding their business so you have to do that due diligence and that's where that partnership becomes critical then as you move on as you progress to that sequence you need them again so for instance once you understood the strategy and now you understood what data you need to follow that strategy and to govern it you need their help in governing the business because in many cases the businesses may be the ones collecting the data or at least controlling the source systems for that data so that partnership then just gets deeper and deeper and deeper as you move forward in that program I love the conscience of monetizing earlier and this some tweets going around you know what's holding it back cost of building it obviously and manageability but I want to bring that back and bring a developer perspective here because a lot of emphasis is on developing apps where the data is now part of the development process I wrote a blog post in 2008 saying that dated some new development kit radical at the time but reality it came out to be true and that they're looking at data as library of value to tap into so if stuffs annandale they could be sitting there for years but I could pull something out and be very relevant in context in real time and change the game on some insight and the insight economy is bob was saying so what is your strategy for IBM 21 on board more developer goodness and to how do you talk to customers were really trying to figure out a developer strategy so they can build apps and not to go back and rewrite it make it certainly mobile first etc but what's how does a date of first appt get built and I should developers be programming with you I'll give you a way to think about it right i mean and going back again to that ten-year paradigm shift right so ten years ago if somebody wanted to write an application and put it on the internet and it was based on data the hardest part was getting hold of the data because it was just very very difficult for them to get all of it to access the data and then those who did manage to get all of the data they were very successful in being able to utilize it so now with the the paradigm shift that's happened now is the approaches that you make the data available to developers and so they don't have to go through that work both in terms of accessing collecting finding that data then cleaning it it's also significant and so time consuming that it could put put back there their whole process of eventually getting to the app so to the extent that you have large stores of data that are ready to go and you can then make that available to a body of developers it just unleashes it's like having a library of code available is it all the hard work and I think that's a good way to look at it I mean that's think that's a very good way to look at it because you've also got technologies like the deep learning technologies where you can essentially train them with data so you don't need to write the code they get trained to later so I see a DevOps of data means like an agile meets I'm again you're right a lot of the cleaning and this is where you no more noise we all know that problem or data creates more noise better cleaning tools so however you can automate that yes seems to be the secret differentiator it's an accelerator it's amazing accelerator for development if you have good sets of data that are available for them to used so I want to round out my my little framework here your frame working with my my learnings for the fifth one being skills yes so this is complicated because it involves organization skills changes as pepper going through the lava here we try to get her on the cube Dave home to think the pamper okay babe yeah so should I take over pepper you want to go see pepper I want to see pepper on the cube hey sorry exact dress but so a lot of issues there there's reporting structures so what do you mean when you talk about sort of the skill sets and rescaling so and I'll describe to you a little bit about the organization that I have at IBM as an example some of that carries over and some of that doesn't the reason I say that is again I mean the skills piece there are some generic skill sets that you need for to be achieved data officer to be a successful chief data officer in an enterprise there is one pillar that I have in my organization is around data science data engineering DevOps deep learning and these are the folks who are adept at those technologies and approaches and methodologies and they can take those and apply them to the enterprise so in a sense these are the more technical people then another pillar that's again pretty generic and you have to have it is the information and data governance pillow so that anything that's flowing any data that's flowing through the data platform that I spoke off in the first pillar that those that that data is governed and fit for purpose so they have to worry about that as soon as any data is you even think of introducing that into the platform these folks have to be on that and they're essentially governing it making sure that people have the right access security the quality is good its improving there's a path to improving it and so forth I think those are some fairly generic you know skill sets that we have to get in the case of the first pillar what's difficult is that there aren't that many people with those skills and so it's hard to find that talent and so the sooner you get on it so that would that's the biggest barrier in the case of the second pillar what's the most difficult piece there is you need people who can walk the balance between monetization and governance too much governance and you essentially slow everything down and nothing moved a cuff and you're handcuffed and then you know if it's too much monetization you might run aground because you you ignored some major regulation so walking that loss of market value yeah that's what you have to really get ahead of your skis as they say and have a faceplant you'll try too hard to live boost mobile web startups like Twitter that's big cock rock concert with Twitter Facebook if you try to monetize too early yes you lose the flywheel effect of value absolutely so walking that balance is critical so that's that that's really finding the skill set to be able to do that that's that's what what's at play in that second or the third one is if you are applying it to an enterprise you have to integrate these you know this platform into the workflow off the enterprise itself otherwise you're not going to create any impact because that's where the impact gets created right that's basically where the data is that the tip of the spear to so to speak so you it's going to create value and in a large enterprise which has legacy systems which are silos which is acquiring companies and so on and so forth that's enough itself a significant job and that skill set is that's a handicapped because if you have that kind of siloed mentality you don't get the benefits of the data sharing right so what's that what's said how much how much effort would it take I'm just kind of painting that picture kind of like out there like well a lot of massively hard ya know that that's you know a lot of you know a lot of people think that data mining is all about my data you know this is my data I'm not going to give it to you the one of the functions of the chief data office is to change that mindset yeah and to stop making use of the data in a broader context than just a departmental siloed type of approach and now some data can legitimately be used only departmentally but the moment you need two or more department start using that data I mean it's essentially corporate data so are those roles a shared service everybody see that works it maybe varies but is it a shared service that reports into the chief data officer or is it embedded into the business those those skill sets that you talked about I think those skill sets are definitely part of the chief data officer you know organization now it's interesting you mentioned that about embedding them and the business units now in a in a large enterprise a complicated enterprise like IBM the different business units and that potentially have different business objectives and so forth you know you you do need a chief data officer role for each of these business units and that's something that I've been advocating that's my fault pillar and we are setting that up and then within the context of IBM so that they serve the business unit but they essentially reporting to me so that they can make use of the overall corporate structure you do their performance review the performance review is done by the business unit it is ok but the functional direction is given by me ok so I get back to still go either way oh yes that's a balance loon yeah absolutely under a lot of time for sure i'll get back to this data mining because you bring up a good point we can maybe continue on our next time we talk but data monies were all the cutting edge kind of best practices are were arsed work what we're relations are still there technically if you're here but that the dynamic of data mining is is that you're assuming no new data so with if you have a lot of data coming in most of the best data mining techniques are like a corpus you attack it and learned but if the pile of data is getting bigger faster that you could date a mine it what good is against or initial circular hole I'm going to again you know just take you back 10 years from now and now right and the differences between the two so it's very interesting points that you bring up I'll give you an example from 10 years ago this data mining example not ten years ago actually my first go-around at IBM so it's like 94 yeah one of the things I've done was we had a program a computer program that every team in the National Basketball Association started using and this was a classic data mining program it would look at the data and find insights and present them and one of the insights that it came up with and this was for a critical playoff game it told the coach you got to play your backup point guard and your backup forward now think about that which same coach would actually go with that so it's very hard for them to believe that they don't know if it's right or wrong in my own insurance and the way we got around that was we essentially pointed back to the snippets of video where those circumstances occurred and now the coach could see what is going on make a you know an informed decision flash forward to now the systems we have now can actually look at all that context all at once what's happening in the video what's happening in the audio also the data can piece together the context so data mining is very different today than what it was them now it's all about weaving the context and the story together and serving it up yeah what happened what's happening and what's going to happen kinda is the theaters of yes there are in sight writing what happened it's easy just yeah look at the data and spit out some insight what's happening now is a bit harder in memory I think that's the difference between cognition as it away versus data mining as you know we understood a few years ago great cartridge we can go for another hour but do we ever get enough love to follow up on some of the deep learning maybe come down to armonk next time we're in this certainly on the sports data we have a whole program on sports data so we love the sports with the ESPN of tech and bringing you all the action right here yes I did Doug before Moneyball you know my mistake was letting right yeah yeah right the next algorithm but that's okay you know we put a little foot mark on the cube notes for that thank you very much thank you appreciate okay live in Mandalay Bay we're right back with more live coverage I'm Sean for a table on thing great back today I am helping people

okay we're back live in new york city for hadoop world 2011 john furrier its founder SiliconANGLE calm and we have a special walk-in guest tomorrow and allah the vp of engineering co founder of Cloudera who's going to be on at two thirty eastern time on the cube to go more in depth but since we saw her in the hallway we had a quick spot wanted to grab him in here this is the cube our flagship telecast where we go out to the event atop the smartest people and i'm here with my co-host i'm dave vellante Wikibon door welcome back you're a longtime cube alum so appreciate you coming back on and doing a quick drive by here thanks for the nice welcome so you know we go talk to the smart people in the room you're one of the smartest guys that I know and we've been friends for years and it was your my tweet heard around the world by you to find space and we've been sharing the office space at Cloudera a year didn't have you I meant to have you we're going to be trying to find space because you're expanding so fast we have to get in a new home sorry about that but I wanted to really thank you personally appear on live you've enabled SiliconANGLE Wikibon to we figured it out early because of you I mean we had our nose sniffing around the big data area before it's called big data but when we met talked we've been tracking the social web and really it's exploded in an amazing way and I'm just really thankful because I've been had a front-row seat in the trenches with you guys and and it's been amazing so I want to thank you're welcome and that's great to have you on board and so so you you've been evangelizing in the trenches at Yahoo you were a ir a textile partners announcing the hundred million dollar fund which is all great news today but you've been the real spark get cloudy air is one of the 10 others one of them but I know one of the main sparks a co-founder a lots of ginger cuz I'm Rebecca and my co-founder from facebook I mean we both we said this before like we saw the future like an hour companies we saw the future where everybody is gonna go next and now Jeff's gonna be on as well he's now taking this whole date of science thing art yep building out a team you gotta drilled that down with him what do you what do you think about all this I mean like right now how do you feel personally emotionally and looking at the marketplace share with us your yeah I'm very emotional today actually yeah lots of the good news is you heard about the funding news yes million dollars for startups but no but the 14 oh yeah yeah it is more most actually the news was supposed to come out today came out a bit earlier sir day but yeah I'm very very emotional because of that it's a very Testament from very big name investor's of how well we were doing and recognition of how big this wave really is also the hundred million fun from Excel that's also a huge testament and lots of hopefully lots of new innovations or startups will come out of that so I'm very emotional about that but also overwhelmed by the by the the size of this event and how many people are really gravitating towards the technology which shows how much work we still have to do going forward it was very very August of a great a bit scared a bit scared Michaels is a great CEO on stage they're great guy we love Mike just really he's geeky and he's pragmatic Jerry strategist and you got Kirk who's the operator yeah but he showed a slide up at his keynote that showed the evolution of Hadoop yes the core Hadoop and then he showed ya year-by-year and now we got that columns extending and you got new new components coming out take us through that that progression just go back a few years in and walk us through why is this going on so fast and what are the what's the what's the community doing and just yeah and what happened in 2008 it doesn't need was one mr. yeah when we when we started so I mean first 2008 when we started and what he was believing us back then that hey this thing is going to be big like we had the belief because we saw it happen firsthand but many folks were dismissive and no no no this this big data thing is a fat and nobody will care about it and look and behold today it's obviously proving not to be the case in terms of the maturity of the of the platform you're absolutely right i mean the slide that Mike showed should but only thirty percent of the contributions happening today are in the Hadoop core layer and and and and the overall kind of vision there is very system very similar to the operating system right except what this really is it's a data operating system right it's how to operate large amounts of data in a big data center so sorry it's like an operating system for many machines as opposed to Linux which does not bring system for a single machine right so Hadoop when it came out Hadoop is only the colonel it's only that inner layers which if you look at any opening system like windows or linux and so on the core functionality is two things storing files and running applications on top of these files that's what windows does that's what linux does that was loop does at the heart but then to really get an opening system to work you need many ancillary components around it that really make it functional you need libraries in it applications in eat integration IO devices etc etc and that's really what's happening in the hadoop world so started with the core OS layer which is Hadoop HDFS for storage MapReduce for computation but then now all of these other things are showing around that core kernel to really make it a fully functional extensible data opening system I which made a little replay button but let's just put the paws on that because this is kind of an important point in folks out there there's a lot of different and a lot of people and metaphors are used in this business so it's the Linux I want to be it's just like Red Hat right yeah we kind of use that term the business model is talk a little bit about that we just mentioned you know not like Linux just unpack that a little bit deeper for us what's the difference you mentioned Linux is can you replay what you just said that was really so I was actually talking about the similarity the similarity and then i can and then i can talk about the difference the similarity is the heart of Hadoop is a system for storing files which is sdfs and a system for running applications on top of these files which is MapReduce the heart of Linux is the same thing assistant for storing files which is a txt for and a system for scheduling applications on top of these files that's the same heart of Windows and so on the difference though so that's the similarity I got a difference is Linux is made to run on a single note right and when this is made to run on a single note Hadoop is really made to run on many many notes so hadoo bicester cares about taking a data center of servers a rack of servers or a data center of servers and having them look like one big massive mainframe built out of commodity hardware that can store arbitrary amounts of data and run any type of hence the new components like the hives of the world so now so now these new components coming up like high for example I've makes it easier to write queries for Hadoop it's it's a sequel language for writing queries on top of Hadoop so you don't have to go and write it in MapReduce which we call that assembly language of Hadoop so if you write it and MapReduce you will get the most flexibility you will get the most performance but only if you know what you're doing very similar when you do machine code if you do machine cool assembly you will able do anything but you can also shoot yourself in the foot sunbelt is that right the same thing with MapReduce right when you use hive hive abstracts that out for you so your rights equal and then hive takes care of doing all of the plumbing work to get that compulsion to map it is for you so that's hive HBase for example is a very nice system that augments a dupe makes it low latency and makes it makes it support update and insert and delete transactions which are HDFS does not support out of the box so small like a database it's more like my sequel yeah the energy of my sequel to Linux is very similar to hbase to HDFS and what's your take on were from you know your founders had on now yeah on the business model similarities and differences with with redhead yes so actually they are different I mean that the sonority the similarity stops at open source we are both open source right in the sense that the core system is open source is available out there you can look at the source code again the and so on the difference is with redhead red that actually has a license on their bits so there's the source code and then there's the bits so when Red Hat compiles the source code and two bits these bits you cannot deploy them without having a red hat license with us is very different is now we have the source code which is Apache is all in the patchy we compile the source code into a bunch of bits which is our distribution called cdh these bits are one hundred percent open-source 103 can deploy them use them you don't have to face anything the only reason why you would come back and pay us is for Cloudera enterprise which is really when you go operational when become operational a mission-critical cloud enterprise gives you two things first it gives you a proprietary management suite that we built and it's very unique to us nobody in the market has anything close to what we have right now that makes it easier for you to deploy configure monitor provision do capacity planning security management etc for a loop nobody else has anything close what we have right now for that management's that is unique to cloud area and not part of a patchy open source yes it's not part of the vet's office you only get that as a subscriber to cloud era we do have a free version of that that's available for download and it can run up to 15 hours just for you to get up and running quickly yeah and it's really very simple has a very simple installer like you should be able to go fire off that software and say install Hadoop these are one of my servers and would take care of everything else for you it's like having these installers you know when windows came out in the beginning and he had this nice progress bar and you can install applications very easily imagine that now for a cluster of servers right that's ready what this is the other reason why people subscribe to the cloud enterprise in addition to getting this management suite is getting our support services right and support is necessary for any software even if it's free even for hardware think if I give you a free airplane right now just comment just give it here you go here is an airplane right you can run this airplane make money from passengers you still need somebody to maintain their plane for you right you can still go higher your mechanics maybe we'd have a tweetup bummer you can hire your own mechanics to maintain that airplane but we tell you like if you subscribe with us as the mechanics for your airplane the support you will get with us will be way better than anything else and economics of it also would be way better than having your own stuff for doing the maintenance for that airplane okay final question and we got a one-minute because we slid you in real quick we're going to come back for folks armor is going to come back at two-thirty so come back its eastern time and we'll have a more in-depth conversation but just share with the folks watching your view of what's going on in the patchy and you know there's all these kind of weird you know Fudd being thrown around that clutter is not this and that and you guys clearly the leader we talked with Kirk about that we don't need to go into that but just surely this what's going on what's the real deal happening with Apache the code and you have a unique offering which I mean the real deal and I advise people to go look at this blog post that our CEO wrote called by Michaelson road called the community effect and the real deal is there is a very big healthy community developing the source code for Hadoop the core system which is actually fsm MapReduce and all the components around around that core system we at Cloudera employ a very large engineering organization and tactile engineering relation is bigger than many of these other companies in the space that's our engineering is bigger if you look at the whole company itself is much much bigger than any of these other players so we we do a lot of contributions and to the core system and to the projects around it however we are part of the community and we're definitely doing this with the community it's not just a clowder thing for the core platform so that that's the real deal all right yeah so here we are armor that co-founder congratulations great funding hundred L from accel partners who invested in you guys congratulations you're part of the community we all know that just kind of clarifying that for the record and you have a unique differentiator management suite and the enterprise stuff and say expand the experience experience yeah I think a huge differentiation we have is we have been doing this for three years I had over everybody else we have the experience across all the industries that matter so when you come to us we know how to do this in the finance industry in the retail industry and the health industry and the government so that that's something also that so I'll just for the audience out there arm is coming back at two third you're gonna go deeper in today's the highly decorated or a general because there is there a leak oh and thanks for the small extra info he's in the uniform to the cloud era logo yes sir affecting some of those for us to someday great so what you see you again love love our great great friend