>> Live, from Las Vegas. It's theCUBE, covering Adobe Summit 2019. Brought to you by Adobe. >> Hey welcome back everyone, this is CUBE's live coverage at Adobe Summit here in Las Vegas. I'm John Furrier, host of theCUBE with Jeff Frick, co-host for the next two days' live coverage. Our next guest is Amber Hameed, vice-president of Information Systems at the Dollar Shave Club. Welcome to theCUBE, thanks for coming on. >> It's great to be here. >> So I love your title, we were talking about it before the camera came on. It's not, it's Information Systems. Why is that different, tell us, what about the title. >> I think, everything from a technology point of view, there's no such thing as a purest anymore. I think it's really important to understand every aspect of the business as a technologist, to really evolve with the technology itself. I think, from a role that I play at Dollar Shave Club, I have the fortune of actually working very closely with all aspects of our business, From marketing, to fintech, to data, to technology, which is what our IT function is, is essentially embedded and ingrained within the entire holistic approach to technology. So it's not isolated anymore. And when we look at technologists, we actually look at how they actually interface with all of the aspects of business processes first. That's how we actually understand what the needs of the business are, to then cater the innovation and the technology to it. >> So is there a VP of IT, Information Technology? 'Cause IT is kind of a word that people think of the data center or cloud or buying equipment. It's a different role right, I mean that's not you. >> It is, if you look at the Information Systems evolution, you will see that, more and more systems are geared towards business needs, and less and less towards pure-play technology. So back in the day, you had a CTO role in an organization, which was focused on infrastructure, networks, technology, as DevOps is considered to be. Information Systems is actually focused more on the business itself, how do we enable marketing, how do we enable finance, how do we enable digital technology as a platform. But not so much as how do we develop a technology platform, that's part and parcel of what the business solution proposes, that drives how the technology operates. >> So what's old is new is coming back, Jeff, remember MIS, Management Information Systems? >> You don't want to remember this John. (laughing) >> Data Processing Systems Department. But if you think about it, we're doing Management Information Systems and we're processing a lot of data, kind of just differently, it's all with cloud now, so it's kind of important. >> That's exactly right. So technology's one aspect of bringing information together. So data is one aspect of it, business processes is another aspect of it and your resources, the way your teams are structured, are part and parcel of the strategy of any technology platform. >> Right, well what you're involved in, the topic of this show, is really not using that to so much support the business, but to be the business. And to take it to another level, to actually not support the product, but support the experience of the customer with your brand that happens to be built around some products, some of which are used for Shaving. So it's a really different way and I would imagine, except for actually holding the products in their hands, 99% of the customer engagement with your Dollar Shave Club is electronic. >> Well I mean our customer experience is a very, very unique combination within Dollar Shave Club. And that makes it even more challenging as a technologist to be able to cater, and bring that experience to what we call our members. So when we talk about a 360-degree approach from a technology platform point of view, we're taking into account, the interaction with the customer from the time we identify them, who they are, who are segmented market is, to the time they actually interact with us in any capacity, whether that's looking at our content, whether it's coming to our site, whether it's looking at our app, and then actually how we service them once we acquire them. So there's a big focus, an arm of our customer strategy, that's focused on the customer experience itself, once they are acquired, once they become part of the club. And it's that small community experience, that we want to give them, that's integral to our brand. >> You guys have all the elements of what the CEO of Adobe said on stage, we move from an old software model we're too slow, now we're fast, new generation of users, reimagining the product experience. You guys did that, that was an innovation. How do you keep that innovation going because you're a direct-to-consumer, but you got a club and a member model, you've got to constantly be raising the bar on capabilities and value to your members. What's the secret sauce how do you guys do that? >> It's exactly right. So as I mentioned it's an evolving challenge, we have to keep our business very, very agile obviously, 'cause our time to market is essential. How quickly the consumers actually change their minds, you know, so we have to target them, we have to be effective in that targeting. And how quickly do we actually deliver personalized content to them, that they can relate to, is integral to it. When we look at our our technology stack, we consider ourselves to be, you know, a cut above the others because we want to be on the bleeding edge of technology stack no matter what we do. We have an event-driven architecture. We invested quite a bit in our data infrastructure. I happen to be overseeing our data systems platform, and when I started with the organization, that was our central focus. In fact, before we invested in Adobe as a stack, which is helping us tremendously and drive some of the 360-degree view of customer centralization, we actually built our entire data architecture first, in order to make the Adobe products a success. And it was that architecture and platform, that then enabled a very successful implementation of Adobe Audience Manager going forward. >> How do you do that, because this is one of the things, that keeps coming up on the themes of every event we cover, all the different conversations with experts, people are trying to crack the code on the data architecture. I've heard people say it's a moving train, it's really hard. It is hard, how did you guys pull it off? Did you take kind of a slow approach? Was it targeted, was there a methodology to it? Can you explain? >> Yeah, so essentially, you know, as you can imagine, being a consumer driven organization, we have data coming out from all aspects. From all of our applications what we call first party data. We also have what we call second party data, which is essentially with our external marketers, information that we are using. They're using our information to channel, and we're using all of that channeled information back in, to then use that and make other strategic decisions. It was really, really important for us, to set up an architecture that is the core foundation of any sort of a data organization that you want to set. The other big challenge is the resources, as you can imagine this is a very competitive environment for data resources, so how do you keep them interested, how do you bring them to your brand, to work on your data architecture, is to make sure that you're providing them, with them latest and greatest opportunities, to take advantage of. So we're actually a big data organization, we run heavily on an AWS stack. We have bleeding edge technology stacks, that actually resources are interested in getting their their hands into, and learning and building on their skill sets. So when you take that ingredient in, the biggest driver is once you have that architecture set up, how do you get your organization, to be as a data-driven organization? And that is when you start, to start the adoption process slowly. You start delivering the insights, you start bringing your business along and explaining what those insights look like. >> I'm just curious, what are some of the KPIs that you guys take a look at, that probably a traditional marketer that graduated from P&G, thirty years ago, you know, wasn't really thinking about, that are really fundamentally different than just simply sales, and revenue, and profitability, and some of those things. >> Well I mean, I don't think there's a magic bullet, but I think they're things, that are key drivers in our business, obviously, because we're a subscription model, we are an industry disruptor there, and we started out by really looking at what the value is, that we can bring to our customers. So when we put them on a subscription model, it was very important for us to look at, how much we're spending in the acquisition, of that customer so our CPA and what we call the Golden Rule, and then how are we delivering on those. And the key KPI there is the LTV the longevity, which is the lifetime value of a customer. So we're very proud to have a pretty substantiated customer base, these members they've been with us for over six years. And the way we keep them interested, is refreshing all of that information that we're providing to them, in a very personalized way. >> How much do you think in terms of the information that they consume to stay engaged with the company, is the actual, what percentage of the value, you know, is the actual razor blade, or the actual product and the use of that versus, all the kind of ancillary material, the content, the being part of a club, and there's other things. I would imagine it's a much higher percentage on the ladder, than most people think. >> Exactly right, so our members are, we get this feedback constantly. I mean once they get into, usually a large customer base, we have over three million subscribers of our mail magazine, which is independent content delivery, from our site. And when people come and read the magazine, they automatically, they don't know at first, that it's part of the Dollar Shave Club umbrella. But once they get interested and they find out that it is, they automatically are attracted to the site and they land on it, so that's one arm that essentially targets through original content. The other aspect of it is, once you are a member, every shipment that you receive, actually has an original content insert in it. So the idea is that when you're in the bathroom, you're enjoying your products, you're also enjoying something that refreshes, keeps your mind, just as healthy as your body. >> So original content's critical to your strategy? >> It is, yes. >> On engagement and then getting that data. So I got to ask you a question, this is really an earned media kind of conversation, in that it used the parlance of the industry. Earning that trust is hard, and I see people changing their strategies from the old way of thinking of communities, forum software, login be locked in to me being more open. Communities' a hard nut to crack these days. You got to earn it, you know, you can't buy community. How is the community equation changing? You guys are doing it really, well what's the formula, obviously content's one piece. How would you share, how someone should set up their community strategy? >> Well I think it's also a lot of personal interaction. You know, we have club pros, that are exclusively dedicated to our members, and meeting our member needs. And it's world-class customer service. And from a technology point of view we have to make sure that our club pros understand our customers holistically. They understand how they've previously interacted with us. They understand what they like. We also do member surveys and profile reviews, with our members on a regular basis. We do what we call social scraping, so we understand what they're talking about, when they're talking about in social media, about our brand. And all of that is part of the technology stack. So we gather all this information, synthesize it, and provide it to our club pros. So when a member calls in, that information needs to be available to them, to interact properly and adequately. >> So it's intimacy involved, I can get an alignment. >> Absolutely yeah, it's hard core customer service, like right information, at the right time, in the right hands of our club pros. >> So he's a trick question for you, share a best practice in the industry. >> I think the idea of best practices, is sort of kind of on its way out. I think it's what we call evolving practices. I think that the cornerstone of every team, every culture, every company, is how you're learning constantly from the experiences, that you're having with your customers. And you bring a notion and it quickly goes out the door, based on feedback that you've received from your customers, or an interaction you've had. So you have to constantly keep on evolving on what are true and tested best practices. >> And that begs a question then that, if there's best practices used to be a term, like boiler plate, standards, when you have personalization, that's at the micro targeted level, personalization, that's the best practice, but it's not a practice it's unique to everybody. >> That's true and I think it's sort of, kind of a standing ground, it's a foundation. It gives you somewhere to start, but I think it would be you'd be hard-pressed, to say that that, is going to be the continuation of your experience. I think it's going to change and evolve drastically, especially in a world that we live in, which is highly digitized. Customer experiences and their attention span is so limited, that you cannot give them stale best practices, you have to keep changing. >> So the other really key piece is the subscription piece. A, it's cool that it's a club right, it's not just a subscription you're part of the club, but subscriptions are such a powerful tool, to force you to continue to think about value, continue to deliver value, to continue to innovate, because you're taking money every month and there's an there's an option for them to opt out every month. I wonder, how hard is that, to kind of get into people's heads that have not worked in that way, you know, I've worked in a product, we ship a new product once a year, we send it out, you know, okay we're working on the next PRD and MRD. Versus, you guys are almost more like a video game. Let's talk about video games, because a competitor will come out with a feature, suddenly, tomorrow and you're like, ah stop everything. Now we need to, you know, we need to feature match that. So it's a very different kind of development cycle as you said, you've got to move. >> Yeah exactly right. So there's different things that we deliver with every interaction with our customers. So one of the key ingredients is, is obviously we have an evolving brand and the content, a physical product of our brand. We recently launched groundskeeper, which is our deodorant brand, and essentially we want to make sure, that the idea is that, our consumers never actually have to leave their house. So the idea is to provide cheaper products, right, that a good quality, effective and they are delivered to your door. The idea of convenience is never outdated, never goes out of practice. But to your point, it's important to continue to listen to what your customers are asking for. So if they're asking, if they're bald, you don't want to continue to market Boogie's products, which is our hair care product to them. But if they're shaving their heads we want to, you know, evolve on our razors to be able to give them that flexibility so they have a holistic approach. >> Get that data flywheel going, see if the feedback loop coming in, lot of touch points. I got to ask the question around your success in innovation, which is awesome, congratulations. >> Thank you. >> There are a lot of people out there trying to get to kind of where you're at, maybe at the beginning of their journey, let's just say you have an innovative marketer out there or an IT, I mean a Information Systems person who says, we have a lot of members but we don't have a membership. We have a network, we have people, we're different content, we're great at original content. They have the piece parts, but now everything's not pulled together. What's your advice to that person watching, because you start to see people start to develop original content as an earned media strategy, they have open network effective content flowing. They might have members, do they do a membership? What's the playbook? >> Well I think the concept at the base of it all is, how do we, we need to stay very true to our mission. And I think that's the focal point, that sort of brings everything together. We never diverge too far away from that, is for men to really be able to take care of their minds and their bodies. So the area where we focus in on a lot, is that we can't just bombard you, with products, after products, after products. We have to be able to cater to your needs specifically. So when we're listening in to people and what they're talking about in their own personal grooming, personal care needs, we're also going out there and finding information and content to constantly allow them, to hear in on what their questions are all about. What their needs are on a daily basis. How do men interact with grooming products in general, when they go into a retail brick-and-mortar environment, versus when they are online. So all of that is the core ingredient that when we are actually positioning our technology around it. When it comes to innovation, my personal approach to innovation is, the people that are working for you in your organization, whether they're marketers, whether they're technologists, it's very, very important to keep them intrigued. So I personally have introduced what we call an innovation plan. And what that does, is as part of our roadmap delivery for technology, I allow my team members to think about, what they would want to do in the next phase of what they want to to deliver, outside of what they do everyday as their main job. That gets their creativity going and it adds a lot of value to the brand itself. >> And it's great for retention, 'cause innovative people want to solve hard problems, they want to work with other innovative people. So you got to kind of keep that going, you know, so the company wins. >> Exactly, and the company is very approachable when it comes to lunch-and-learn opportunities and essentially learning days. So you keep your resources, and your team's really, really invigorated and working on core things, that are important to the business. >> Amber, thank you so much for coming on, and sharing these amazing insights. >> Thank you, I appreciate it. >> I'll give you the final word, just a final parting word. Share an experience of something, that you've learned over your journey, as VP of Information. Something that you, maybe some scar tissue, something that was a bump in the road, that, a failure that you overcame and you grew from. >> I think as is as a female technologist, I think I would say, and I would encourage most women out there is that it's really important to focus on your personal brand. It's really important to understand what you stand for, what your message is and one of the things that I have learned is that takes a village, it takes a community of people, to really help you grow and really staying strong and connected to your resources, whether they are working with you directly, whether they're reporting to you, you learn constantly from them. And just to be open and approachable, and be able to be open to learning, and then evolving as you grow. >> Amber thank you for sharing. >> Great advice. >> Thank you so much. >> It's theCUBE live coverage here in Las Vegas, for Adobe Summit 2019. I'm John Furrier with Jeff Frick, stay with us. After this short break we'll be right back. (upbeat music)

>> From the Hard Rock Hotel in Las Vegas, it's theCUBE, covering HoshoCon 2018. Brought to you by Hosho. >> Okay, welcome back everyone, we're here live with theCUBE in Las Vegas, for the first security conference. It's an inaugural event. It's called HoshoCon. This is where security experts are gathering to discuss the future. I'm John Furrier, host of theCUBE. With Joe Kelly, he's the co-founder and CEO of Unchained Capital. We were just talking about the old days, and big day, yeah? Joe good to see you, thanks for coming on theCUBE. >> Good to see you too John, thanks for being here. >> So, take a minute to explain what Unchained Capital is. We heard some people talking this morning, earlier, about your business model, love it. Take a minute to explain what your business model is, what you're doing that's different. >> Sure, so, Unchained Capital, we're really a financial services company, I'd say. Kind of in this new era where we have this challenge of users have crypto currency, they want custody of their assets themselves, they want to maintain some of the grave sovereignty over and control over their money. Not just give it, relinquish it wholly to a bank or someone else. So it's an interesting time to start a business like ours. Our first product is loans. We give out dollar loans, in U.S. dollars, to individuals or businesses who provide crypto currency as collateral. So right now, we accept Bitcoin, or Ethereum as that collateral. And we do accept it in a fully custodial manner today. When you get a loan from us you are sending us your Bitcoin, you're trusting us to keep it safe, and we do. But we also have some more multi-signature models that we'll be releasing soon, that we work with, for instance, Hosho here on getting our smart contract, and Ethereum honored it for doing such a thing with Ethereum. But we're really trying to find ways to bridge that gap of user don't have to quite give up everything , we don't have to have full control, we can still as a lender, safely extend money and know that we can. >> So you've got a lot of couple things going on. >> Yeah. >> You've been topical here at this conference, been hearing in the hallway, there's been sessions on it around custody, >> Yeah. >> So that's one big issue that everyone's talking about, but it's also now your lending. So, this collateral, that's services, financial services, so it's a little bit fin-tech meets cyber security needs. >> Yeah. >> You're in the middle of two cross-hairs. >> Yeah. (John laughs) >> How are you guys doing this? >> I mean, I think, as far we were talking about earlier, my co-founder and I kind of cut our teeth in the big data technology space, and learned a lot through that. And learned a lot especially about how easy it is to get caught up in either a hype, or a market cycle, where you don't pay as close attention as you should to customers, and what they need. We went through a pivot in that business, which was good, the right thing to do, but we wanted to start this company consciously in a way that we didn't have to pivot. So there always has been this kind of focus on the customer, the end user, and what they want. >> Hey, building a sustainable business. >> Building a sustainable business. >> With paying customers, what a great idea. >> Yeah, who would've thought. (both laughing) >> Well turns out it was a good call because with the whole bubble burst thing, you know in February really, I think February to me was the month where you saw the decline, the security token, Rightfully so is the discussion for all the utility all the stuff regulating now, so a little bit of a dark time for us, but, the winners coming out of this will be the durable real builders. >> I think so, yeah. You know we didn't, we chose not to do token sale last year, to our, maybe in the long run it could be a bad idea but we still feel pretty good about it. >> It's a good cause. >> Yeah. >> SCC reported today, I saw it today, SCC is actually having some ICO's give money back on violations. >> As they should, yeah. >> So, you would have been properly optimizing your time on other non-company building activities? >> Yeah. >> Yeah, running around Asia managing token prices >> Now, it's a shame, its like these small teams run out like 12 or 20 people almost running public companies, in terms of the demand and opinions and-- >> Yeah, and they're young, they got keep their eye on the ball, which is the value proposition evolution and also security. >> Yeah. >> Alright, so talk about how, what you're doing here? Why're you here at HOSHOCon, I see they're a supplier, a partner with you guys. >> Yeah. >> But what's, what's the story here for you guys? >> So we got to know Hosho earlier this year, we spent about six months developing a theorem smart contract. So a theorem, it doesn't have a native multi-signature mechanism, there's no way that within the protocol you can speak to the protocol in a way that says, you need multiple signatures to make this transaction valid. Unlike BitCoin that has that multi-signature spelled out. So, and we, with the way we store the currency, we store it all cold storage, we store it with multiple hardware devices, and in so, we believe the only way to do that, or the only way to store cryptocurrency is with that, and with multi-signature enabled. So, to try to-- >> To minimize the risk on the custody side. >> To minimize the risk of, yeah, on the custody side. Also, you minimize risk of theft, you also create some resiliency in the sense of maybe a key is lost, like you got some back up keys to it. So, really important to get to that multisig status but as you maybe saw last year, with hacks like there's a parody multisig wall that was hacked to the tune of some hundreds of millions of dollars. There's several of these multisig contracts people developed that were really sophisticated pieces of software allowed ownership to be transferred or things to change, within the contract that, in our opinions kind of, didn't need to be there, and put the contract at risk. And so we worked on this very simple, bare bones, smart contract that does multisig as closely as, it's already spelled out in Bitcoin. And worked with Hosho on at that, it's been since honored it twice. Both times, passed with flying colors. No issues, not a single discrepancy. >> You did the work up front? >> Did the work up front, yeah. >> That's critical. >> Really smart team of folks that put that together and so yeah we're very security conscious company. We like being present, contributing to conversations like those that are here. >> It's funny, we were talking earlier in some interviews it's like, security is a differentiated of some of these exchanges. (Joe laughs) >> We got better security >> Cheap table steaks. I mean, differentiate? That's like standard. Alright, so talk about how someone uses your service because I think this is fascinating. A lot people are holding crypto, they may or may not want to sell it. There's also fluctuation risks. >> Yeah. >> So how does this system work? I give you my crypto and you lend me money? >> Yup. >> Is it that simple? >> Yeah, so you first sign up to our website. We lend mostly in the U.S., a few international jurisdictions, but as long as you're in a jurisdiction we can lend, you finish out your profile with us. We do do a KYC email check on all folks and then you put in a loan application. And within that loan application, we can either lend you at a 35% loan to value or a 50% loan to value. You have a slightly better interest rate on the lower LTV. What that means is, if you'd like a $100,000 loan, say, you need to provide maybe $200,000 of that collateral up front, in the form of Bitcoin or Ethereum. We can fund loans and you can go from basically a new account and application to a funded loan, in like four hours even. You have that time from the client signing up to us, wiring the money and so that, that, can be a pretty fast process. Which is really unlike any other loan products. Even if you get a unsecured loan on a website, like an Earnest.com or some of these, it can take you many days, a week or more sometimes to close the loan. >> So you're taking a big risk with this, you guys do? >> Well you could say that. I mean, I mentioned that-- >> It all depends on the fluctuation, right? >> 50% on LTV. We do do margin calls, so if there's a 25% price drop, we'll issue a margin call. It means, with the client is required to post more collateral or else we can declare the loan in default. Luckily we've had no defaults, we've never had to force a liquidation over anybody-- >> So explain a margin call real slowly, so okay, it drops below a certain point percent. Let's say 25? You do a margin call, they don't come up with more collateral, to refuel essentially the collateral. You can default, which means you take ownership of the crypto? >> Yup, in that case we would take ownership of the crypto currency. We would sell what portion of it, was need to pay off the principal of interest, and then they get the remainder. But ya, thankfully nobodies ever fully bailed on us in that way. >> Ya, not yet, not yet. Well so for me this is a great service. So, great for people who get some hands on some, some fiat, some cash. Now, on the backhand, I'm only imagining just my brain spins around, you got a lot of hedging going on, you got have math, a lot of math behind it. Maybe, it's big data. How are you managing the back end, because now in your risk profile, so you the margin call, you got some mechanisms, which is great. What's going on in the background? You crunching on some cloud computing, Amazon computing, going OK, where are we with our positions? There must be some math involved. What's going on behind the curtain? Can you tell us a little bit? >> I think you'd be surprised, I think that, we've been able to manage pretty well, with just more puristic and common sense around a lot of this stuff. I think what we did up front before we even, gave our first loan, did a lot of research on historical volatility with Bitcoin. Looking at, ok, what are the most significant drops within a day, or a week long period and, based on that analysis that's where we did come up with this sort of 50% LTV ceiling for us. That says, really? You know, 9.9999 or 99.99% of the time, you will never see anything that big within a day. Maybe a week, there's been a couple of weeks where Bitcoin will go down 50%, in that period but that's, that evolves on like a human reactionalary kind of time scale. Not something that you're-- >> Well today the stock market dropped 800 points today and Bitcoin didn't move. So that's good that there's no corelation. >> Yeah. >> But the point is, you're measuring it. So, is there, the question next question I have for you, as I'm thinking about myself if I was a customer. If I was a customer, do you provide like some sort of total cost of ownership calculative, that I would have to know, okay, 'cause I want to plan, I don't want to be defaulted. Right, so I should have a good understanding of how to manage it so I give you guys some crypto, for the loan. >> Yeah. >> I got to have some reserves. You guys see a formula for that, is there benchmarks or is it more of ad hoc general. >> Yeah, it's definitely, I mean it's a case by case basis but with every client. We recommend not of course leverage all your crypto currency, you want to leave some in reserve for margin call and it just depends on personal situation and how much-- >> And the margin call too, if they give the money back, that's fine too right? So either pay back the loan-- >> Yeah, exactly. Or pay down the principal, which you can do partial payment, we have no prepayment penalty. So pay down some principal, or yeah, post more collateral. Just some way to get that ratio back. >> Got it, cool, how's business going? >> Good, yeah. We think it's been a great year for us, the first half was pretty bananas honestly, just with the kind of bull run and taxis and stuff like that. Summers been a little slower, but we're still full of-- >> Tax season, yeah roll your eyes. Hey, welcome to the tax bill. >> Yeah! >> Trading all that crypto. >> Yeah. >> People had a wake up call. >> Well, it's arguably what killed all the volumes. It's finally when people realized, oh my gosh, you know, I can't 1031 moving forward, I have to pay taxes every time I trade all client for another all client. I think that really dampened volume this year. >> Alright, so I got to ask you, what's going on here, in this event thats folks that didn't make it, what is some of the conversations, a lot of diverse, smart people here. Kind of core kernel industry security, but it's not just security nerds, it's total laid out players on the security side to business we had Andre on talking about custody. You've got you're business here, financial services chain. What's some of the hallway conversations that you're over hearing and that you're been involved in? >> Let's see. I mean, almost just been in, you characterized it pretty fairly I think, there's real engineers here. People that kind of get into base with over the pros and cons of the different programming language, or implementation for smart contracts. So, it's kind of, a definitely more nerdy conference. I haven't heard of one, like ICO I should buy into or anything like that. >> Thank God! >> Pretty nice. >> That's refreshing. >> Yeah. >> I mean an ICO converse, a little bit over, a little long on the tooth there, don't you think? >> It's a converse we deserve. (John chuckles) That's just a tagline. >> Yeah. >> Alright, so what are you seeing as the major trend that's going to bring back, not bring back, but establish more of a mainstream culture with crypto, because you're actually getting into the level of services that certainly for the early adopters and insiders that are been there from the beginning, or involved now making money and having crypto, to Joe Sixpack, out there, who's really, he's interested in, it's really the younger generation love this/ You can't pull a 16 year old away from. >> Right. >> Learning how to mine, getting involved and pretty much anyone under 30, pretty much, is on the crypto band wagon. >> Yeah. >> It's a revolutionary, kind of cultural shift. >> Especially in our customer base, very well over represented there. >> So, how does it get more mainstream? >> I mean I think speaking somewhat biasedly, you know, part of our view is that, we're a company that's here to make crypto currency more valuable in the long run, to it's holders. Not necessarily, doesn't have to be in dollar terms be more pricier, but the idea that before us, before other people doing these kind of loan business, there's really nothing else you could really do with your Bitcoin. You could buy it, you could hold it. And then go sell it later, or you can give it to someone else, kind of trade it for fact or feeling here and there. You could trade it for other off coin. >> Convoluted process though. >> Yeah, all these things. And there, don't have much to do with your daily life. Except for, if you buy a car maybe, and that person will accept Bitcoin, and things like that. But, our clients are buying homes, they're investing in real estate, they're investing in businesses, and paying off credit card debt. Things like this, so. >> What are some of the sample loan sizes? What's the average coming in? >> Well average is $120,000. >> What's the largest? >> Largest is over a million. Yeah. >> Where you guys getting the cash from? >> We have some investors, including some small credit funds, and institutions, high net worth individuals that have pledged to back loans from us. >> So financial pros would get the collateral gain? >> Yeah, totally, you really got to be comfortable with Bitcoin as an asset to then be comfortable with the kind of rates we're talking about here. 'Cause many traditional lenders, they want 20%, 30%, I don't care, it's the riskiest asset there is. Like, they just don't get it. >> So you're building a company, you're a company builder, pragmatic, which is good, but also you got to manage the waves that you're on. Which is high growth and potentially, so you're managing growth. Funding, vision, what's, how is the execution plan, what's the tactical execution plan for you guys? >> I mean, it's interesting. I think, we're talking about getting back to the big data conversation, we really started that, it's a joke that, but smartest thing we do was start that company at the time we did. That, no matter what kind of happened or steps that missed execution, we were on kind of that wave. So, in some ways that formed our philosophy here. But, so you start a business at the right time, and a good space, don't let valuable long term business and let's focus on clients. For us that meant, grow the value of, and the utility of crypto currency is that people are already holding. So, make crypto currency really into the most useful assets in the world. As they should be. They're software, we know they can do more things then what they have done for us necessarily in the last 10 years. So, going forward, I mentioned the loan products we have, we have some storage in custodial technologies we've got, that we will be releasing soon. Things that help you keep crypto currency safe, while consuming products like a loan from us, so. >> And you're based in Austin? >> Yeah, based in Austin. >> How many people on the team? >> 16. >> So a small team. >> Yeah, growing. >> Great, congratulations. >> Thanks John. >> And if I need a loan, I'll come knocking on the door. >> Give us a call >> Regrowning capital. Cube's growing like crazy, going international. >> I like it. >> Going crypto. Joe Kelly, co-founder and CEO of Unchained Capital, check him out. This is theCUBE, bringing you live coverage here at HOSHOCON in Las Vegas. The first security watching conference in the world. We'll be back with more after this short break. (digital music)