(upbeat music) >> TheCUBE presents UiPath Forward 5. Brought to you by UiPath. >> Hello and welcome back to TheCUBE's coverage of UiPath Forward 5. We're here in Las Vegas at the Venetian Convention Center. This is day two. We're wrapping up Dave Nicholson and Dave Vellante. This is the fourth time theCUBE has been at UiPath Forward. And we've seen the transformation of the company from, essentially, what was a really interesting and easy to adopt point product to now one through acquisitions, IPO, has made a number of enhancements to its platform. David Cardenas is here. Deputy Director of Operations for County of Los Angeles, the Department of Public Health. David, good to see you. Thanks for coming on theCUBE. >> Thanks for having me on guys. Appreciate it. >> So what is your role? What does it have to do with automation? >> So I had been, actually started off in the IT space within the public health. Had served as a CIO previously, but now been moving into broader operations. And I basically manage all of the back office operations for the department, HR, IT, finance, all that. >> So you've had a wild ride in the last couple of years. >> Yeah, I think, like I've been talking earlier, it's just been, the last two years have just been horrendous. It's been a really difficult experience for us. >> Yeah, and I mean, the scars are there, and maybe permanently. But it also had major effects on organizations, on operations that, again, seem to be permanent. How would you describe the situation in your organization? >> So I think it, the urgency that came along with the pandemic response, kind of required us to look at things, you know, differently. We had to be, realize we had to be a lot more nimble than when we were and try to figure out how to enhance our operations. But really look at the core of what we're doing and figure out how it is to be more efficient. So I think we've kind of seen it as an opportunity to really examine ourselves a little bit more deeply and see what things we need to do to kind of, to fix our operations and get things on a better path. >> You know, I think a lot of organizations we talked to say that. But I want to understand how you handle this is, you didn't have time to sit back in the middle of the pandemic. >> Yeah. >> And then as you exit, what I call the isolation economy, people are so burned out, you know? So how do you deal with that organizational trauma? Say, okay now, let's sit back and think about this. Do people, are they eager to do so? Do they have the appetite for it? What's that dynamic like? >> So I think certainly there's a level of exhaustion inside the organization. I can't say that there isn't because it's just been, you know, two years of 24/7/365 kind of work. And that's tough on any organization. But I think what we realize is that there's, you know, we need to move into action quickly 'cause we don't know what's going to come next, right? And we're expecting that this is just a sign of what's to come and that we're just at the start of that stage of, we're just going to see a lot more outbreaks, we're going to see a lot more conditions kind of hitting us. And if we're not prepared for that, we're not going to be able to respond for the, and preserve the health and safety of our citizens, right? So I think we're taking a very active, like, look at these opportunities and see what we've done and say how do we now make the changes that we made in response to the pandemic permanent so that the next time this comes at us, we won't have to be struggling the way that we were to try to figure things out because we'll have such a better foundation in place to be able to move things forward. >> I mean, I've never served in the military, but I imagine that when you're in the military, you're always prepared for some kind of, you know, in your world, code red, right? >> Yeah. >> So it's like this code red culture. And that seems to have carried through, right? People are, you know, constantly aware that, wow. We got caught off guard and we don't want that to happen again. Because that was a big part of the trauma was just the unknown- >> Right. >> and the lack of preparedness. So thinking about technology and its role in helping you to prepare for that type of uncertainty. Can you describe how you're applying technology to prepare for the next unknown? >> So I think, so that first part of what you said, I think the difficulty we've always had in the public health side is that there's the, generally the approach to healthcare is very reactionary, right? Your first interface with the healthcare system is, "I'm going to go see my doctor; I'm going to go to the hospital." The work that we do in public health is to try to do everything we can to keep you out of that, right? So it's broad-based messaging, social media now is going to put us out there. But also, to be able to surveil disease in a different way. And so the holy grail for us in healthcare has always been, at least on the public health side, has been to try to see how can we tap in more actively that when you go see the doctor or when you go to the hospital, how can I get access to that information very, very quickly so that I know, and can see, and surveil my entire county in my jurisdiction and know, oh, there's an outbreak of disease happening in this section of the county. We're 10 million people with, you know, hundreds of square miles inside of LA. There are places where we can see very, you know, specific targets that we know we have to hit. But the data's a little stale and we find out several months after. We need to figure out a way to do that more actively. Technology's going to be our path to be able to capture that information more actively and come up on something a little bit, so we can track things faster and be able to respond more quickly. So that's our focus for all our technology implementations, automation like UiPath has offered us and other things, is around how to gather that information more quickly and put that into action so we can do quick interventions. >> People have notoriously short memories. Please tell me (chuckles) any of the friction that you may have experienced in years past before the pandemic. That those friction points where people are thinking, "Eh, what are the odds?" >> Yeah. "Eh, I've got finite budget, I think I'm going to spend it on this thing over here." Do you, are you able to still ride sort of the wave of mind share at this point when putting programs together for the future? >> So whatever friction was there during the pandemic wiped away. I mean, we had amazing collaboration with the medical provider community, our hospital partners. The healthcare system in LA was working very closely with us to make sure that we were responding. And there is that wave that we are trying to make sure that we use this as an opportunity to kind of ride it so that we can implement all the things that we want. 'Cause we don't know how long that's going to last us. The last time that I saw anything this large was after the anthrax attacks and the bioterrorism attacks that we had after 9/11. >> How interesting. >> Public health was really in lens at that point. And we had a huge infusion of funding, a lot of support from stakeholders, both politically and within the healthcare system. And we were able to make some large steps in movement at that point. This feels the same but in a larger scale because now it touched every part of the infrastructure. And we saw how society really had to react to what was going on in a different way than anyone has ever prepared for. And so now is we think is a time where we know that people are making more investments. And our success is going to be their success in the longterm. >> And you have to know that expectations are now set- >> Extremely high. >> at a completely different level, right? >> Yes, absolutely. >> There is no, "Oh, we don't have enough PPE." >> Correct. >> Right? >> David: Correct. >> The the expectation level is, hey, you should have learned from all of- >> We should have it; we can deliver it, We'll have it at the ready when we need to provide it. Yes, absolutely. >> Okay, so I sort of mentioned, we're, David cubed on theCUBE (all laughing). So three Daves. You spoke today at the conference? >> Actually I'm speaking later actually in the session in an hour or so. >> Oh Okay. My understanding is that you've got this concept of putting humans at the center of the automation. What does that mean? Why is that important? Help us understand that. >> So I think what we found in the crisis is that the high demand for information was something we hadn't seen before, right? We're one of the largest media markets in the United States. And what we really had trouble with is trying to figure out how to serve the residents, to provide them the information that we needed to provide to them. And so what we had traditionally done is press releases, you know, just general marketing campaigns, billboards, trying to send our message out. And when you're talking about a pandemic where on a daily basis, hour-by-hour people wanted to know what was going on in their local communities. Like, we had to change the way that we focused on. So we started thinking about, what is the information that the residents of our county need? And how can we set up an infrastructure to sustain the feeding of that? Because if we can provide more information, people will make their own personal decisions around their personal risk, their personal safety measures they need to take, and do so more actively. More so than, you know, one of us going on camera to say, "This is what you should do." They can look for themselves and look at the data that's in front of them and be able to make those choices for themselves, right? And so we needed to make sure that everything that we were doing wasn't built around feeding it to our political stakeholders, which are important stakeholders. We needed to make sure that they're aware and are messaging out, and our leadership are aware. But it's what could we give the public to be able to make them have access to information that we were collecting on an every single day basis to be able to make the decisions for their lives. And so the automation was key to that. We were at the beginning of the pandemic just had tons and tons of resources that we were throwing at the problem that was, our systems were slow, we didn't have good ability to move data back and forth between our systems, and we needed a stop-gap solution to really fill that need and be able to make the data cycles to meet the data cycles. We had basically every day had to deliver reports and analytics and dashboards by like 10 o'clock in the morning because we knew that the 12 an hour and the five-hour news cycles were going to hit and the press were going to then take those and message out. And the public started to kind of come in at that same time and look at 10 and 11 o'clock and 12 o'clock. >> Yeah. >> We could see it from how many hits were hitting our website, looking for that information. So when we failed and had a cycle where that data cycle didn't work and we couldn't deliver, the public would let us know, the press would let us know, the stakeholders would let us know. We had never experienced anything like that before, right. Where people had like this voracious appetite for the information. So we needed to have a very bulletproof process to make sure that every single 24 hours we were delivering that data, making it available at the ready. >> Software robots enabled that. >> Exactly. >> Okay. And so how were you able to implement that so quickly within such a traumatic environment? >> So I think, I guess necessity is always the mother of invention. It kind of drove us to go real quickly to look at what we had. We had data entry operations set up where we had dozens and dozens of people whose sole job in life on a 24-hour cycle was to receive medical reports that we we're getting, interview data that's coming from our case interviews, hospitalization data that was coming in through all these different channels. And it was all coming in in various forms. And they were entering that into our systems of record. And that's what we were using, extracts from that system of record, what was using to generate the data analyses in our systems and our dashboards. And so we couldn't rely on those after a while because the data was coming in at such high volume. There wasn't enough data entry staff to be able to fit the need, right? And so we needed to replace those humans and take them out of that data entry cycle, pop in the bots. And so what we started to look at is, let's pick off the, where it is that that data entry cycle starts and see what we could do to kind of replace that cycle. And we started off with a very discreet workload that was focused on some of our case interview data that was being turned into PDFs that somebody was using to enter into our systems. And we said, "Well before you do that," since we can't import into the systems 'cause it wasn't working, the import utilities weren't working. We got 'em into simple Excel spreadsheets, mapped those to the fields in our systems and let the bots do that over and over again. And we just started off with that one-use case and just tuned it and went cycle after cycle. The bots just got better and better to the point where we had almost like 95% success rates on each submission of data transactions that we did every day. >> Okay, and you applied that automation, I don't know, how many bots was it roughly? >> We're now at like 30; we started with about five. >> Okay, oh, interesting. So you started with five and you applied 'em to this specific use case to handle the velocity and volume of data- >> Correct. >> that was coming in. But that's obviously dynamic and it's changed. >> Absolutely. >> I presume it's shifted to other areas now. So how did you take what you learned there and then apply it to other use cases in other parts of the organization? >> So, fortunately for us, the process that was being used to capture the information to generate the dashboards and the analyses for the case interview data, which is what we started with- >> Yeah. >> Was essentially being used the same for the hospitalization data that we were getting and for tracking deaths as they were coming in as well. And so the bots essentially were just, we just took one process, take the same bots, copy them over essentially, and had them follow the very same process. We didn't try to introduce any different workflow than what was being done for the first one so we could replicate quickly. So I think it was lucky for us a lot- >> Dave V.: I was going to say, was that luck or by design? >> It was the same people doing the same analyses, right? So in the end they were thinking about how to be efficient themselves. So they kind of had coalesced around a similar process. And so it was kind of like fortunate, but it was by design in terms of how they- >> Dave V.: It was logical to them. >> Logical to them to make it. >> Interesting. >> So for us to be able to insert the bots became pretty easy on the front end. It's just now as we're trying to now expand to other areas that were now encountering like unique processes that we just can't replicate that quickly. We're having to like now dig into. >> So how are you handling that? First of all, how are you determining which processes? Is it sort of process driven? Is it data driven? How do you determine that? >> So obviously right now the focus still is COVID. So the the priorities scale that we've set internally for analyzing those opportunities really is centered around, you know, which things are really going to help our pandemic response, right? We're expecting another surge that's going to happen probably in the next couple of weeks. That'll probably take us through December. Hopefully, at that point, things start to calm down. But that means high-data volume again; these same process. So we're looking at optimizing the processes that we have, what can we do to make those cycles better, faster, you know, what else can we add? The data teams haven't stopped to try to figure out how else can they turn out new data reports, new data analysis, to give us a different perspective on the new variants and the new different outbreaks and hotspots that are popping up. And so we also have to kind of keep up with where they're going on these data dashboards. So they're adding more data into these reports so we know we have to optimize that. And then there's these kind of tangential work. So for example, COVID brought about, unfortunately, a lot of domestic violence reports. And so we have a lot of domestic violence agencies that we work with and that we have interactions with and to monitor their work, we have certain processes. So that's kind of like COVID-adjacent. But it's because it's such a very critical task, we're looking at how we can kind of help in those processes and areas. Same thing in like in our substance abuse area. We have substance use disorder treatment services that we provide. And we're delivering those at a higher rate because COVID kind of created more of a crisis than we would've liked. And so that's how we're prioritizing. It's really about what is the social need, what does the community need, and how can we put the technology work in those areas? >> So how do you envision the future of automation in your organization and the future of your organization? What does that look like? Paint a picture for us. >> So I'm hoping that it really does, you know, so we're going to take everything that's COVID related in the disease control areas, both in terms of our laboratory operations, in terms of our clinic operations, the way we respond, vaccination campaigns, things of that nature. And we're going to look at it to see what can efficiencies can we do there because it's a natural outgrowth of everything we've done on COVID up to this point. So, you know, it's almost like it's as simple as you're just replicating it with another disease. The disease might have different characteristics, but the work process that we follow is very similar. It's not like we're going to change everything and do something completely different for a respiratory condition as we would for some other type of foodborne condition or something else that might happen. So we certainly see very easy opportunities to just to grow out what we've already done in terms of the processes is to do that. So that's wave one, is really focus on that grow out. The second piece I think is to look at these kind of other general kind of community-based type of operations and see what operations we can do there to kind of implement some improvements there. And then I'm certainly in my new role of, in Deputy Director of Operation, I'm a CIO before. Now that I'm in this operations role, I have access to the full administrative apparatus for the department. And believe me, there's enough to keep me busy there. (Dave V. Laughing) And so that's going to be kind of my third prong is to kind of look at the implement there. >> Awesome. Go ahead, Dave. >> Yeah, so, this is going to be taking a step back, kind of a higher level view. If we could direct the same level of rigor and attention towards some other thing that we've directed towards COVID, if you could snap your fingers and make that happen, what would that thing be in the arena of public health in LA County in particular, or if you want California, United States. What is something that you feel maybe needs more attention that it's getting right now? >> So I think I touched on it a little bit earlier, but I think it's the thing we've been always been trying to get to is how to really become just very intentional about how we share data more actively, right? I don't have to know everything about you, but there are certain things I care about when you go to the doctor for that doctor and that physician to tell me. Our physicians, our healthcare system as you know, is always under a lot of pressure. Doctors don't have the time to sit down and write a form out for me and tell me everything that's going on. During COVID they did because they were, they cared about their patients so much and knew, I need to know what's going on at every single moment. And if I don't tell you what's going on in my office, you'll never know and can't tell us what's going on in the community. So they had a vested interest in telling us. But on a normal day-to-day, they don't have the time for that. I got to replace that. We got to make sure that when we get to, not me only, but everyone in this public health community has to be focused and working with our healthcare partners to automate the dissemination and the distribution of information so that I have the information at my fingers, that I can then tell you, "Here's what's going on in your local community," down to your neighborhood, down to your zip code, your census tracked, down to your neighbors' homes. We'll be able to tell you, "This is your risk. Here are the things that are going on. This is what you have to watch out for." And the more that we can be more that focused and laser-focused on meeting that goal, we will be able to do our job more effectively. >> And you can do that while preserving people's privacy. >> Privacy, absolutely. >> Yeah, absolutely. But if people are informed then they can make their own decisions. >> Correct. >> And they're not frustrated at the systems. David, we got to wrap. >> Sure. >> But maybe you can help us. What's your impression of the, first of all, is this your first Forward? You've been to others? >> This is my first time. >> Okay. >> My first time. >> What's your sort of takeaway when you go back to the office or home and people say, "Hey, how was the show? What, what'd you learn?" What are you going to say? >> Well, from just seeing all the partners here and kind of seeing all the different events I've been able to go to and the sessions there's, you don't know many times I've gone to and say, "We've got to be doing that." And so there's certainly these opportunities for, you know, more AI, more automation opportunities that we have not, we just haven't even touched on really. I think that we really need to do that. I have to be able to, as a public institution at some point our budgets get capped. We only have so much that we're going to receive. Even riding this wave, there's only so much we're going to be able to get. So we have to be very efficient and use our resources more. There's a lot more that we can do with AI, a lot more with the tools that we saw, some of the work product that are coming out at this conference that we think we can directly apply to kind of take the humans out of that, their traditional roles, get them doing higher level work so I can get the most out of them and have this other more mundane type of work, just have the systems just do it. I don't need anybody doing that necessarily, that work. I need to be able to leverage them for other higher level capabilities. >> Well thank you for that. Thanks for coming on theCUBE and really appreciate. Dave- >> It's been great talking to you guys, thank you. >> Dave, you know, I love software shows because the business impact is so enormous and I especially love cool software shows. You know, this first of all, the venue. 3,500 people here. Very cool venue. I like the fact that it's not like booth in your face, booth competition. I mean I love VMware, VMworld, VMware Explore. But it's like, "My booth is bigger than your booth." This is really nice and clean, and it's all about the experience. >> A lot of steak, not as much sizzle. >> Yeah, definitely. >> A lot of steak. >> And the customer content at the UiPath events is always outstanding. But we are entering a new era for UiPath, and we're talking. We heard a lot about the Enterprise platform. You know, the big thing is this company's been in this quarterly shock-lock since last April when it went public. And it hasn't all been pretty. And so new co-CEO comes in, they've got, you know, resetting priorities around financials, go to market, they've got to have profitable growth. So watching that that closely. But also product innovation so the co-CEOs will be able to split that up, split their duties up. Daniel Dines the product visionary, product guru. Rob Enslin, you know- making the operations work. >> Operations execution business, yeah. >> We heard that Carl Eschenbach did the introduction. Carl's a major operator, wanted that DNA into the company. 'Cause they got to keep product innovation. And I want to, I want to see R&D spending, stay relatively high. >> Product innovation, but under the heading of platform. And that's the key thing is just not being that tool set. The positioning has been, I think, accurate that, you know, over history, we started with these RPA tools and now we've moved into business process automation and now we're moving into new frontiers where, where truly, AI and ML are being leveraged. I love the re-infer story about going in and using natural national (chuckles) national, natural language processing. I can't even say it, to go through messaging. That's sort of a next-level of intelligence to be able to automate things that couldn't be automated before. So that whole platform story is key. And they seem to have made a pretty good case for their journey into platform as far as I'm concerned. >> Well, yeah, to me again. So it's always about the customers, want to come to an event like this, you listen to what they say in the keynotes and then you listen to what the customers say. And there's a very strong alignment in the UiPath community between, you know, the marketing and the actual implementation. You know, marketing's always going to be ahead. But, we saw this a couple of years ago with platform. And now we're seeing it, you know, throughout the customer base, 10,000+ customers. I think this company could have, you know, easily double, tripled, maybe even 10x that. All right, we got to wrap. Dave Nicholson, thank you. Two weeks in a row. Good job. And let's see. Check out siliconangle.com for all the news. Check out thecube.net; wikibon.com has the research. We'll be on the road as usual. theCUBE, you can follow us. UiPath Forward 5, Dave Vellante for Dave Nicholson. We're out and we'll see you next time. Thanks for watching. (gentle music)

>> Voice Over: Live from Washington, D.C. It's the Cube! Covering AWS Public Sector Summit. Brought to you by Amazon Web Services. >> Hello everyone welcome back to the Cube's live coverage of AWS Public Sector Summit here in Washington DC. I'm your host Rebecca Knight, along with my co-host John Furrier. We're joined by Kim Majerus. She is the leader, state and local government at AWS. Thanks so much for coming on the show. >> Thank you for having me, I'm excited my first time so. >> John: Welcome to the Cube. >> Welcome! >> I'm excited! >> Rebecca: Your first rodeo. I'm sure you'll be a natural. >> Thank you. >> Let's start by telling our viewers a little bit about what you do, and how heading up the state and local is different from the folks who work more with the federal government. >> Sure. So I've been with Amazon a little over a couple of years and having responsibility for state and local government has really opened up my eyes to the transformation that that space is moving to. So when I think about our opportunity, it's not just state and local government, but it's actually the gov tax that are supporting that transformation in traditional environments. Everyone asks that questions, what's the difference between a federal versus a state and local? And I attribute it to this way, programs are very important in a federal space but what I'm focused on is every single city, county, state has aspirations to do things the way they want to do things, of how they need to address their specialized market. What people need in New York City might feel and look a little bit different in a small town in my home state. So when you look at the differences it's exciting to have the opportunity to impact there. >> And one of the things that you inherited in the job is state and local governments also, and we've heard this on the Cube from many guests that have been on, they didn't have the big IT budgets. >> No. >> And so, things to move the needle on R&D and experiment, you know Andy Jassy talks about experimentation and learning through failure, a lot of them don't have the luxury. And this changing landscapes, different diversity environments. >> Yeah absolutely. It's doing more with less, and each state struggles with that. And when you take a look at the budget and where state budget goes, it's predominantly in the health provider instances. So they have the responsibility to serve their constituents and their health, so what's left? You're competing with budgets for teachers, firefighters, first responders of all sorts, so they have to be very frugal with what they do and they have to learn from one another. I think that is one of the nicest things that we see across the states and the cities. >> Tell me about the community aspect of it because one of the things we're seeing on the trend side is the wave that's coming, besides all the normal investments they've got to make, is internet of things and digitization. Whether it's cameras on utility poles, to how to deal with policies just like self-driving cars and Uber. All these things are going on, right? >> Yep. >> Massive change going on, and it's first generation problems. >> Absolutely. >> Net New right? So where's the money going to come from? Where's the solutions going to come from? >> Save to invest right? So they're taking a look at Net New technologies that allows them to actually re-invest those savings into what the community's asking for. People don't want to stand in lines to get their driver's license or a permit. We just had a customer meeting, they were talking about how the challenge between the connected community. If you're in a city, in a county, who do you go and talk to? I need a building permit, do I go to the city, do I go to the county? But I don't want to go. I want to be able to do it in a different way. That's the generational change and we're seeing that, even local to the D.C. area, when you take a look at Arlington county, they have the highest population of millennials. How they want to interact with government is so different than what they've seen in times past. >> So talk to me about what, so what what are the kinds of innovations that Arlington needs to be thinking about according to you, in terms of how to meet these citizens where they are and what they're accustomed to? >> Expectations, I mean take a look at, we walk outside the street you see birds sitting around there and you've got to be able to give them transportation that is accustomed to what they do every single day. They want to buy, they want to communicate and more importantly they want to their services when they look for it. They don't want to have to go to the buildings, they want to have to, they want to be able to actually access the information, find exactly where they need to go to grab that specific service. I mean long is the day that you would stand there are say, well I don't know which office to go to, send me. People want to look and everything's got to be available and accessible. >> I mean this is classic definition of what Andy Jassy and Theresa talk about. Removing all that undifferentiated heavy-lifting. >> Yep, barriers. >> All this red tape, and the lack of budget. All these things kind of create this environment. What are you guys doing to address that? How do you get people over the hump to saying, okay, it's okay to start this journey, here's some successes, is it get a couple wins under your belt first? What's the process? Take us through it and use (mumbles). >> I think this has been probably one of the most refreshing parts for me to be a part of AWS. It's really starting with, what problem are you trying to solve for? What is the biggest issue that you have? And we work backwards from their needs. And it's a very different approach than how others have worked with our customers, our state and local customers, because we're used to selling them this thing for this opportunity, whereas we take three steps backwards and say let's start from the beginning. What issues are you having? What're your constituents having? Was with a group of CIOs on Monday and we went through this whole process of, who are your customers? And they would've thought, well it's an agency here and it's an agency there, and what they soon realized is, those are my stakeholders, those are not my customers. So if we really look at it more of a product versus a project with the state and local executives, it's really changing their perspective on how they could actually have a full cycle of opportunity, not a project-based solution. So when you think about how a constituent wants to work through the government, or access it's services, it will look and feel differently if you're thinking about the full life-cycle of it, not the activity. >> You know one thing I want to ask you that came up in a couple conversations earlier, and then what the key note was. The old days was if you worked for the government, it was slow, why keep the effort if you can't achieve the objective? I'm going to give up, people get indifferent, they abandon their initiatives. Now Andy and you guys are talking about the idea that you can get to the value proposition earlier. >> Yes. >> So, even though you can work backwards, which I appreciate, love the working backwards concept, but even more reality for the customer in public and local and state is like, they now see visibility into light at the end of the tunnel. So there's changing the game on what's gettable, what's attainable, which is aspirational. >> It might feel aspirational for those who have not embraced the art of what's possible, and I think one of the things that we've seen recently in another state. They had a workforce that liked to do what they did, as Andy said, "Touch the tin." And when you think about that whole concept, you never touch the tin. So now let's take a look at your workforce, how do we make being in government the way to, as Andy close it, to make the biggest impact for your local community. So some states are saying, what we've done is we still need the resources we have, but the resources that are moving up the stack and providing more of an engagement of difference, those are the ones that are taking those two pizza team type of opportunities and saying what are we going to do to change the way they interact? >> With real impact. >> With real impact. >> Andy also talked about real problems that could be solved, and he didn't really kind of say federal or any kind of category, he just kind of laid it out there generally. And this is what people care about, that work for state, local and federal. They actually want to solve problems so there are a lot of problems out there. What are you seeing at the state and local level that are on the top problem statements that you're seeing where Cloud is going to help them? >> A great example would be, when you think about all the siloed organizations within our community care. You're unable to track any one record, and a record could be an individual or an organization. So what they're doing is they're moving all those disparate data silos into an opportunity say let's dedupe-- how many constituents do we have? What type of services do they need? How do we become proactive? So when you take a look at someone who's moved into the community and their health record comes in, what're the services that they need? Because right now they have to go find those services and if they county were to do things more proactively, say hey, these are the services that you need, here is where you can actually go and get them. And it's those individual personalized engagements that, once you pull all that data together through all the different organizations, from the beginning of a 911 call for whatever reason, through their health record to say, this is the care that they, these are the cares that they have, and these are the services that they need, and oh by the way they might be allergic to something or they might have missed a doctor's appointment, let's go ensure that they are getting the healthcare. There's one state that's actually even thinking about their senior care. Why don't we go put an Alexa in their house to remind them that these are the medications that you need? You have a doctor's appointment at 2 o'clock, do you want me to order a ride for you to get to your doctor's appointment on time? That is proactive. >> And also the isolation for a lot of old people living by themselves, having another voice who can answer their question is actually incredibly meaningful. >> It is, and whether it's individual care to even some are up and rising drivers. A great application in Utah is they've actually used Alexa and wrote skills around Alexa so that they could pre-test at home before they go take their test are the driver's license facility. So when you think about these young kids coming into the government, how interactive and how exciting for them to say, hey, I'm going to take the time, I have my Alexa, she's going to ask me all the questions that I need to literally the other end of the spectrum to say, hey, I can order you an Uber, I could provide you with a reminder of your doctor's appointments or any health checks requirements that you might need along the way. >> So you're talking about the young people today engaging with government in this way, but what about actually entering the government as a career? Because right now we know that there's just such a poisonous atmosphere in Washington, extreme partisanship and it doesn't seem like a very, the government doesn't seem appealing to a lot of people. And when they are thinking about, even the people who are in Cloud, not necessarily in the public policy, what're you hearing, what're you thinking? What's AWS's position on this? >> This is where I love my brother and in the education space. So in two different areas we have California, Cal State Poly, and then we also have Arizona State University who have put in kicks. They're innovation centers are the university that they're enlisting these college students or maybe project based that are coming in and helping solve for some of the state and local government challenges. I think the important part is, if you could grab those individuals in early through that journey in maybe through their later years of education say, hey, you could write apps, you could help them innovate differently because it's through their lens. That gets them excited and I think it's important for everyone to understand the opportunity and whether it's two years, four years or a lifetime career, you've got to see it from the other side and I think, what we hear from the CIOs today across the states is they want to pull that talent in and they want to show them the opportunity, but more importantly they want to see the impact and hear from them what they need differently. So it's fun. >> There's a whole community vibe going on. >> Yeah. >> And we were riffing on day one on our intro about a new generation of skill, not just private and public sector, both. We have a collective intelligence and this is where open-data, openness, comes in, and that's resource. And I think a lot of people are looking at it differently and I think this is what gets my attention here at this event this year, besides the growth and size, is that Cloud is attracting smart people, it's attracting people who look at solutions that are possibly attainable, and for the first time you're seeing kind of progress. >> It's a blank sheet of paper. >> There's been progress before I don't mean to say there's no progress, there's new kinds of progress. >> I think the best part, and I say this to people who are working with Amazon, when you think about a blank sheet of paper, that's where we're at. And I think that's the legacy that we need to get through, it's like this is the way we've done it, this is the way we've always done it. In state and local government we're dealing with procurement challenges, they know how to do CATPACs, they don't know how to OPECs, so how can you help us change the way they look at assets, and more importantly, break through those barriers so that we could start with a blank sheet of paper and build from the ground-up what's needed, versus just keep on building on what was out there. >> So that mean education's paramount for you. So what're you guys doing with education? Share some notable things that are important that are going on that are on education initiatives that you can help people. >> It's starting at the 101. Again I think it's the partnership with the education, what we have in the community college, and even starting in high school, is get people interested in Cloud. But for state and local customers today, it is about workforce redevelopment and giving them the basic tools so that they could rebuild. And there are going to be people that are going to opt-in, and there's going to be people that say, I'm fine where I'm at thank you very much, and there's a place and, more importantly, there's plenty of opportunity for them there. So we're providing them with AWS Educate, we're providing them with our support locally through my team, but the important part is you get in, show them, put their hands on the keyboards and let them go 'cause once they start they're like, I didn't realize I could do that, I didn't understand the value and the opportunity and the cost savings that I could move through with these applications. >> And there's so many jobs out there, I mean Amazon is just one company that's in Cloud. There's Machine Learning, there's AI, there's all kinds of analytics. All kinds of new job opportunities that there's openings for, it's not like. No one's skilled enough! We need more people. >> I'll give you another. There was a great case study in there, they actually did a session here this week, LA County. They get 800-900 calls a day just within an IT, one of the IT organizations and Benny would say, my customer is those who are working in the county. So they've been able to move to CANACT, and now they have a sentiment scale, they are able to not only intake, transcribe, comprehend, but they're able to see the trends that they're saying. What that's been able to save by ways of time and assets and resources it's really allowing them to focus on what's the next generation service that they could deliver differently, and more importantly, cost-effectively. >> Where in the US, 'cause Andy talked about the middle class shrinking with the whole reference to the mills going out of the business, inferring that digital's coming. Where do you see the trends in the US, outside of the major metros like Silicon Valley, New York, et cetera, Austin, where there's growth in digital mind IQ? Are you seeing, obviously we joke with the Minnesota guys, it's O'Shannon on and we had Troy on earlier, both from Minnesota. But is there areas that you're seeing that's kind of flowering up in terms of, ripe for investment for in-migration, or people staying within their states. Because out-migration has been a big problem with these states in the middle of the country. They want to keep people in the state, have in-migration. What're you areas of success been for digital? >> You know what, look at Kansas City. Great use case, smart connected city, IOT. If you take a look at what their aspirations were, it was to rejuvenate that downtown area. It's all started with a street car and the question was, when people got off that street car did they go right or did they go left? And they weren't going left and the question was why? Well when they looked and they surveyed, well there's nothing there, the coffee shops there. So what they did proactively, because this is about providing affordable opportunity for businesses, but more importantly, students and younger that are moving out of home, they put a coffee shop there. Then they put a convenience store, then they put a sandwich shop down there and they started to build this environment that allowed more people to move in and be in that community. It's not about running to the big city, it's about staying maybe where you're at but in a new way. So Kansas City I think has done a fantastic job. >> And then having jobs to work remotely 'cause you're seeing now remote, virtual-first companies are being born and this is kind of a new generational thing where it's not Cloud first. >> Work is where you're at, it's not where you go. >> And yet we do need >> That's an opportunity. >> Clusters of smart people and these sort of centers of innovation beyond just the coasts. >> I'm out of Chicago. I obviously have headquarters in D.C. for public sector and corporate out of Seattle. I think there is a time and place that is required to be there when we're working on those projects or we require that deep time. But I want to be available to my team, and more importantly to my customers, and when I see my customers, my customers are not all in city buildings or county buildings or state buildings. They're all over. So it's actually refreshing to see the state government and local governments actually promote some of that. It's like well hey I'm not going to the office today, let's go meet in this location so that we could figure out how to get through these challenges. It has to be that way because people want to be a part of their community in a different way, and it doesn't necessarily mean being in an office. >> Exactly. >> Okay Kim, well to check in with you and to find out your progress on the state and local, certainly it's real opportunity for jobs and revitalization crossed with digital. >> Yep, as Andy would put it, when we look at this space, it's a labor of love and it's the biggest impact that I could make in my career. >> And tech for good. >> And tech for good. >> Excellent, well thank you so much Kim. >> Thank you. Goodbye. >> Stay tuned for my of the Cube's live coverage of AWS Public Sector Summit. (outro music)