>>Good afternoon and welcome back to the Classiest Show in Technology. This is the Cube we are at AWS Reinvent 2022 in Fabulous Sin City. That's why I've got my sequence on. We love a little Vegas, don't we? I'm joined by John Farer, another, another Vegas >>Fan. I don't have my sequence, I left it in my room. We're >>Gonna have to figure out how to get us 20 as soon as possible. What's been your biggest shock for you at the show so far? >>Well, I think the data story and security is so awesome. I love how that's front and center. If you look at the minutes of the keynote of Adamski, the CEO on day one, it's all bulked into data and security. All worked hand in hand. That's on top of already the innovation of their infrastructure. So I think you're gonna see a lot of interplay going on in this next segment. It's gonna tell a lot of that innovation story that's coming next. It's pretty awesome. >>It is pretty awesome, and I'm super excited. It's not only what we do here on the Cube, it's also in my show notes. We are gonna be geeking out for the next segment. Please welcome Paul and Puja. Wonderful to have you both here. Paul from Amazon, s3, glacier, and Pujan, CEO of kuo. I wanna turn to you Pujan, to start us off, just in case the audience isn't familiar, give us the Kuo pitch. >>Yeah, so basically Kuo is a, a backup as a service offering, right? Built in AWS four aws, right? And effectively going after, you know, any service that a customer uses on top of aws, right? And so a lot of the data sitting on s3, right? So that's been like our, our big use case going and basically building backup and air gap protection for, for s3. But we basically go to every other service, e c two, ebs, dynamo, you know, you name it, right? So basically do the whole thing >>And the relationship with aws. Can you guys share, I mean, you got you here together. You guys are a great partnership. Born in the cloud, operation in the cloud. Absolutely. I think talk about the partnership with aws. >>Absolutely. I think the last five years of building on AWS has been phenomenal, right? And I love the platform. It's, it's a very pure platform for us. You know, the APIs and, and the access you get and access you get to the service teams like Paul sitting here and the other teams you have gotten access to, I think has been phenomenal. But we also have, I would say, pushed the envelope in terms of how innovative we have been and how aggressive we have been in utilizing all the innovation that AWS has built in over the last few years. But it would not have happened without the fantastic partnership with the service teams. >>Paul, talk about the, AM the S3 part of this. What's the story there? >>Well, it's been great working with the CUO team over the course of the last few years. We were just upstairs diving deep into the, to the features that they're taking advantage of. They really push us hard on behalf of customers, and it's been a, it's just been a great relationship over the last years. >>That's awesome. And the ecosystem at such a, we're gonna hear tomorrow, the keynote on the, from Aruba who's gonna tend over the ecosystem. You guys are working together. There's a lot of strategic partnerships, so much collaboration between you guys that makes it very, this is the next gen cloud of cloud environment we're seeing. And you heard the, the economies around the corner. It's still gonna be challenging, but still there's more growth in the cloud. This is not stopping. This is impacts the customers. What are the customers saying to you guys when you work backwards from their needs? They want it faster, easier, cheaper. They want it more integrated. What are some of the things, all those you guys hearing from customers? >>So for us, you know, if you think about it, like, you know, as people are moving to the cloud, especially like take a use case like s3, right? So much of critical data sitting on top of S3 today. And so what folks have realized that as they're, you know, putting all of those, you know, what, over two 50 trillion objects, you know, sitting on s3, a lot of them need backup and data protection because there could be accidental deletions, there could be software bugs, there could be a ransomware type event due to which you need a second copy of the data that is outside of your security domain, right? But again, that needs to get be done at the, at the right price point, right? And that's where like a technology like Columbia comes in because since we've been built on the cloud, we've optimized it correctly. So especially for folks who are very cost conscious, given the macroeconomic conditions, we are heading into a technology that's built correctly so that, you know, you get the right architecture and the right solution at the right price point and the scale, right? Talking about trillions of objects, billions of objects within a single customer, within a single bucket sometimes. And that's where Columbia comes in. Cause we basically do that at scale without, again, impacting the, the customer's wallet more than it needs to. >>The porridge has to be the right temperature and the right size bowl. With the right spoon. You've got a lot of complexity when it comes to solving those customer challenges. You have a couple customer story examples you're allowed to share with us. Correct? Paul, do you want to kick one off? Go ahead. Oh, puja. All right. >>No, absolutely. I think there's a ton of them. I, I'll talk about, you know, want to begin with like Cox Automotive, right? A phenomenal customer that we, all of us have worked together with them. And again, looking for a solution to backup S3 to essentially go air gap protection outside of their account, right? They looked at doing it themselves, right? They thought they'll go and basically do it themselves. And then they fortunately bumped into Columbia, they looked at our architecture, looked at what it would really go and take to build it. And guess what, sitting in 2022, getting 23 right now, nobody wants to go and build this themselves. They actually want a turnkey solution that just does it, right? And so, again, we are a phenomenal joint customer of ours doing this at a pretty massive scale, right? And there are many more like that. There's Warner Brothers that are essentially going into the cloud from on premises, right? And they're going really fast accelerating the usage on aws again, looking at, you know, backup and data protection and using clum because of our extreme simplicity that we provide. >>Yeah, I think it's, you've got a, a lot of different people solving different problems that you're working with all the time. Millions of customers. Well, how do you prioritize? >>Well, for us, it really all comes down to fundamentals, right? So Amazon, s3 s unique distributed architecture delivers industry leading durability, availability, performance and security at virtually unlimited scale, right? And it's really been delivering on the fundamentals that has earned the trust of so many customers of all sizes and industries over the course of over 16 years. Now, in terms of how we prioritize on behalf of those customers, we always say that 90% of our roadmap comes directly from what customers are telling us is important. And a large number of our customers now are using S3 through lumino, which is why the relationship is so important. We're here talking about customer use cases here at the show, and we do that regularly throughout the year as well. And that's, that's how we land on a road. >>And what are the, what are the top stories from customers? What, what are they telling you? What's the number one top three things you're hearing? >>I tell you, like, again, it just comes down to the fundamentals, right? Of security, availability, durability and performance at virtually unlimited scale. Like that is the first customer first discussions that we have with customers talking about durable storage, for >>Sure. What I find interesting in, you mentioned scale, right? That comes up a lot scale with data. Yeah. That we heard data. The big theme here, security, what's in my S3 bucket? Can you find out what's in there? Is it backed up properly? How do I get it back? Where's the ransomware? Why not just target the ransomware? So how do you navigate the, the security challenges, the, the need to store all that scale data? What's the secret sauce? >>Yeah, so I think the, the big thing is we'll start with the, you know, how we have architected the product, right? If you think about it, this, you're dealing with a lot of scale, right? You get to a hundred million, a billion and billions very fast on S3 few, especially on a cloud native application. So it starts with the visibility, right? It's basically about, like we have things where you do, where you create a subset of your buckets called protection groups that you can essentially, you know, do it based on prefixes. So now you can essentially figure out what prefix you want to back up and what you don't want to back up. Maybe there's log data that you don't care about, so you don't back that up, right? And it all starts with that visibility that you give. And the prefix level data protection then comes the scale, which is where I was telling you, right? We have basically built an orchestration engine, right? It's like we call the ES for Lambdas, right? So we have a internal orchestration engine and essentially what what we have done is we have our own language internally that spawns off these lambdas, right? And they go after these S3 partitions do the right things and then you basically reel them back. So things like that that we do that are not possible if you're not built on the >>Clock. Well also, I mean, just mind blowing and go back 10 years. Yeah. I mean you got Lambda. What you're talking about here is the gift of the cloud innovation. Yeah. So the benefit of S3 is now accelerated. This is the story this year. Yeah. I mean they're highlighting it at scale, not just in the data, but like what we knew when Lambda came out and what S3 could do. But now mainstream solutions are coming in. Does that change your backup plans? Because we're gonna see a lot more end to end, lot more solutions. We heard that on the keynote. Some are saying it's more complexity. Of course it might, but you can abstract another way with the cloud that's the best part of the cloud. So these abstraction leads. So what's your view on that? But I wanna get your thoughts because you guys are perfectly positioned for this scale, but there's more coming. Yes. Yes. Exactly. What, how are you looking at that? >>So again, I think the, you know, obviously the, the S3 teams and every team in AWS is basically pushing the envelope in terms of innovation. But the key for a partner like us is to go and take that innovation. A lot of complex architectures behind the scene. But what you deliver to the customer is simple. I'll give you one more example. One of the things we launched that, you know, Paul and others are very excited about, is this ability to do instant access on the backup, right? So you could have billions of objects that you backed up. Maybe you need just 10,000 of them for a DR test. And we can basically create like an instant virtual bucket on top of that backup that you can instantly restore >>Spinning up a sandbox of temporary data to go check it >>Out. Exactly. Offer an inte application. >>Think we're geeking out right now. >>Yeah, I know. Brought that part of the segment, John. Don't worry, we're safely there. But, >>But that's the thing, right? That all that is possible because of all the, the scale and innovation and all the APIs and everything that, you know, Paul and the team gives us that we go and build on top of >>Paul, geek out on with us on this. We >>Are super excited for instant restore >>For store. I mean, automation programmability. >>It is, I mean it's the logical next step for backup in the cloud. Exactly. Yeah. But it's a super hard engineering problem to go solve for customers. I mean, the RTO benefits alone are super compelling, but then there's a cost element as well of not having to bring back all that stuff for a test restore, for example. And so it's, it's been really great to, to work with the team on that. We have some ideas on how we may help solve it from our side, and we're looking forward to collaborating on it. >>This is a great illustration of what I was writing about this week around the classic cloud, which is great. And as Adam said, and used like to use the word and, and you got this new functionality we're seeing emerge from the growth. Yes. From the companies that are built on Amazon web services that are growing. You're a partner, they have a lot of other partners and people are taking over restaurant here off action. I mean, there's real growth and new functionality on top of aws. You guys are no different. What's, are you prepared for that? Are you ready to go? >>Yeah, no, absolutely. And I think if you think about, if you think about it, right, I think it's also about doing this without impacting the primary application. Like if the customer is running a primary application at scale on s3, a backup application like ours can't come in and really mess with that. So I think being able to do things where, and this is where you solve really hard computer science problems, right? Where you're bottling yourself. If you are essentially seeing any kind of, you know, interfering with the primary, you're going to cut yourself down. You're gonna go after a different partition. So there are a lot of things you need to do behind the scenes, which is again, all the complexity, all of that, but deliver the, to the customer a very, very simple thing. >>You know, Paul, I wanna get your thoughts and I want you to chime in. Yeah. In 2014, I interviewed Steven Schmidt, my first interview with the, he was the CISO then, and now he's a CSO and, and former ciso, he's back at that time, the word was the cloud's not secure. Now we're talking about security. Just in the complexity of how you're partitioning and managing your sub portions, how you explained it, it's harder for the attackers. The cloud in its in its architecture has become a more secure environment. Yeah. Well, and getting more secure as you have laying out this, this is a new dynamic. This is good. Can you explain the, >>I mean, I, I can just tell you that at AWS security is job zero and that it will always be our number one priority, right? We have a, an infrastructure with under AWS that is vetted and approved to run even top secret workloads, which benefits all customers in all regions. >>And your, your security posture is embedded on top of that. And you got your own stuff. >>Yeah. And if you think of it as a shared responsibility model, so security of the cloud is the responsibility of the cloud provider, but then security of the data on top of it. Like you, you go and delete stuff, your software goes and does something that resiliency, the integrity of the data is your responsibility as a customer. And that's where, you know, we come in. Who >>Shared responsibility has been such a hot topic all week. Yeah. >>I gotta ask him one more question. Cause this is fascinating. And we are talking about on the cube all day today after we saw the announcement and Adam's comment on the cube, Adams LE's comment on the keynote. I mean, he said, if you're gonna tighten your belt, meaning economic cost recovery, re right sizing. If you want to tighten your belt, come to the cloud. So I have to ask you guys, Puja, if you can comment, that'd be great. There's a lot of other competitors out there that aren't born on aws. What is the customer gonna do when they tighten the build? What does that mean? They're gonna go to, to the individual contracts. They're gonna work in the marketplace. I mean this, there's a new dynamic in town. It's called AWS 2022. They weren't really around much in the recession of 2008. They were just starting to grow. Now they're an economic force. People like yourselves have embedded in there. There's a lot of competition. What's gonna happen? >>I think people are gonna just go to a place like, you know, AWS marketplace. You're going to essentially look for solutions and essentially like, and, and the right solutions built in are going to be self-service like aws. It's a very self-service thing. A hundred percent. So you go and do self-service, you figure out what's working, what's not working. Also, the model has to be consumption oriented. No longer can you expect the customer to go and pay a bunch of money for shelfware, right? It's like, like how we charge how AWS charges, which is you pay for what you consume. That and all has to be front and center, >>Right? I think that's a really, I think that's a really important >>Point. It's time >>And I think it's time. So we have a new challenge on the cube. We give you 30 seconds roughly to give us your extraordinarily hot take your shining thought leadership moment and, and highlight what you think is the most important takeaway from the show. The biggest soundbite, the juiciest announcement. Paul, I'll >>Start with an Instagram. Real basically. Yeah. Okay. >>Yeah. Hi. Go. I would just say from an S3 perspective, over the course of the last several years, we've really seen workloads shift from just backup and recovery and static images on websites to data lake analytics applications. And you continue to see that here. And I can tell you that some of these scaled applications are running at enormous mind blowing scale, right? And so, so every year we come here, we talk to customers, and it's just every year it sort of blows me away. And I've been in the storage industry for a long time and it's just is, it blows me away. Just the scale at customers are running in >>And >>Blowing scale. And when it comes to backup, let me just say that it's easy to back up and recover a single object, but doing an easy thing, a billion or 10 billion times over, that's actually quite hard. >>And just to, just to bold that a little bit, just pull out my highlighter. S3 now has over 280 trillion objects. That's a lot. >>That's a lot of objects. >>Yeah. You are not, you are not kidding. When you talk about scale, I mean, this is the most scalable. >>That's not solution's not there. Yeah. That, that's right. And we wake up every, we have a culture of durability and we wake up every single day to raise the bar on the fundamentals and make sure that every single one of those objects is protected and safe. >>Okay. You, I, >>I can't imagine worrying about two, two 80 trillion different things. >>Let's go. You're Instagram real >>For me again, you know, between S3 and us, we are two players out there that are really, you know, processing the data at the end of the day, right? And so I'm very excited about, you know, what we are going to do more and more with the instant restore capability where we can integrate third party services on top of it that can do more things with the data that is not, not passively sitting, but now becomes active data that you can analyze and do things with. So that's something where we take this to the next level is something that I'm super excited about. >>There's a lot to be excited about and, and we're excited to have you. We're excited to hear what happens next. Excited to see more collaboration like this. Paul Pon, thank you so much for joining us here on the show. Thank all of you from for tuning into our continuous wall to wall super thrilling live coverage of AWS reinvent here in fabulous Las Vegas, Nevada, with John Furrier. I'm Savannah Peterson. We're the cube, the leading source for high tech coverage.

(upbeat music) >> Welcome back, everyone. Live coverage here at KubeCon + CloudNativeCon here in Detroit, Michigan. I'm John Furrier, your host of theCUBE for special one-on-one conversation with Scott Johnston, who's the CEO of Docker, CUBE alumni, been around the industry, multiple cycles of innovation, leading one of the most important companies in today's industry inflection point as Docker what they've done since they're, I would say restart from the old Docker to the new Docker, now modern, and the center of the conversation with containers driving the growth of Kubernetes. Scott, great to see you. Thanks for coming on theCUBE. >> John, thanks for the invite. Glad to be here. >> You guys have had great success this year with extensions. Docker as a business model's grown. Congratulations, you guys are monetizing well. Pushing up over 50 million. >> Thank you. >> I hear over pushing a hundred million maybe. What the year to the ground will tell me, but it's good sign. Plus you've got the community and nurturing of the ecosystem continuing to power away and open source is not stopping. It's thundering away growth. Younger generation coming in. >> That's right. >> Developer tool chain that you have has become consistent. Almost de facto standard. Others are coming in the market. A lot of competition emerging. You got a lot going on right now. What's going on? >> Well, I know it's fantastic time in our industry. Like all companies are becoming software companies. That means they need to build new applications. That means they need developers to be productive and to be safely productive. And we, and this wonderful CNCF ecosystem are right in the middle of that trend, so it's fantastic. >> So you have millions of developers using Docker. >> Tens of millions. >> Tens of millions of developed Docker and as the market's changing, I was commenting before we came on camera, and I'd love to get your reaction, comment on it. You guys represent the modernization of containers, open source. You haven't really changed how open source works, but you've kind of modernized it. You're starting to see developers at the front lines, more and more power going to developers. >> Scott: That's right. >> They want self-service. They vote with their code. >> That's right. >> They vote with their actions. >> Scott: That's right. >> And if you take digital transformation to its conclusion, it's not IT serves the business or it's a department, the company is IT. >> That's right. >> The company is the application, which means developers are running everything. >> Yes, yes. I mean, one of the jokes, not jokes in the valley is that Tesla is in a car company. Tesla is a computer company that happens to have wheels on the computer. And I think we can smile at that, but there's so many businesses, particularly during COVID, that realize that. What happened during COCID? If you're going to the movies, nope, you're now going to Netflix. If you're going to the gym, now you're doing Peloton. So this realization that like I have to have a digital game, not just on the side, but it has to be the forefront of my business and drive my business. That realization is now any industry, any company across the board. >> We've been reporting aggressively for past three years now. Even now we're calling some things supercloud. If companies, if they don't realize that IT is not a department, they will probably be out of business. >> That's a hundred percent. >> It's going to transform into full on invisible infrastructure. Infrastructure as code, whatever you want to call that going, configuration, operations, developers will set the pace. This has a lot to do with some of your success. You're at the beginning of it. This is just the beginning. What can you talk about that in your mind is contributing to the success of Docker? I know you're going to say team, everything, I get that, but like what specifically in the industry is driving Docker's success right now? >> Well, it did. We did have a fantastic team. We do have a fantastic team and that is one of the reasons, primary reasons our success. But what is also happening, John, is because there's a demand for applications, I'll just throw it out there. 750 million new applications are coming in the market in the next two years. That is more applications that have been developed in the entire 40 years history of IT. So just think about the productivity demands that are coming at developers. And then you also see the need to do so safely, meaning ship quickly, but ship safely. And yet 90 some percent of every application consists of open source components that are now on attack surface for criminals. And so typically our industry has had to say one or the other, okay, you can ship quickly but not safely, or you can ship safely, but it's not going to go fast. And one of the reasons I think Docker is where it is today is that we're able to offer both. We're able to unlock that you can ship quickly, safely using Docker, using the Docker toolchain, using integrations we have with all the wonderful partners here at CNCF that is unique. And that's a big reason why we're seeing the success we're seeing. >> And you're probably pleased with extensions this year. >> Yes. >> The performance of extensions that you launched at DockerCon '22. >> Yes. Well, extensions are part of that story and that developers have multiple tools. They want choice, developers like choice to be productive and Docker is part of that, but it's not the only solution. And so Docker extensions allow the monitoring providers and the observability and if you want a separate Kubernetes stack, like all of that flexibility, extensions allows. And again, offers the power and the innovation of this ecosystem to be used in a Docker development and context. >> Well, I want to get into some of the details of some of your products and how they're evolving. But first I want to get your thoughts on the trend line here that we reported at the opening segment. The hot story is WebAssembly, the Wasm, which really got a lot of traction or interest. People enthous about it. >> Interest, yeah. >> Lot of enthusiasm. Confidence we'll see how that evolves, but a lot of enthusiasm for sure. I've never seen something this hyped up since Envoy, in my opinion. So a lot of interest from developers. What is Wasm or WebAssembly is actually what it is, but Wasm is the codeword or nickname. What is Wasm? >> So in brief, WebAssembly is a new application type, full stop. And it's just enough of the components that you need and it's just a binary format that is very, very secure. And so it's lightweight, it's fast and secure. And so it opens up a lot of interesting use cases for developer, particularly on the edge. Another use case for Wasm is in the browser. Again, lightweight, fast, secure also. >> John: Sounds like an app server to me. >> And so we think it's a very, very interesting trend. And you ask, Okay, what's Docker's role in that? Well, Docker has been around eight years now, eight plus years, tens of millions developers using it. They've already made investments in skills, talent, automation, toolchains, pipelines. And Docker started with Linux containers as we know, then brought that same experience to Windows containers, then brought it to serverless functions. About 25% of Amazon Lambdas are OCI image containers. And so we were seeing that trend. We were also seeing the community actually without any prompting from us, start to fork and play with Docker and apply it to Wasm. And we're like, Huh, that's interesting. What if we helped get behind that trend, such that you changed just one line of a Docker file, now you're able to produce Wasm objects instead of Linux containers and just bring that same easy to use. >> So that's not a competition to Docker's? >> Not a competition at all. In fact, very complimentary. We showed off on Monday at the Wasm day, how in the same Docker compose application, multi-service application. One service is delivered via Linux container, Another service is delivered via Wasm. >> And Wasm is what? Multiple languages? 'Cause what is it? >> Yes. So the binary can be compiled from multiple languages. So RAS, JavaScript, on and on and on. At the end of the day, it's a smaller binary that provides a function, typically a single function that you can stand up and deploy on an edge. You can stand up and deploy on the server side or stand up and deploy on the browser. >> So from a container standpoint, from your customer standpoint, what a Linux container is is a similar thing to what a Wasm container is. >> They could implement the same function. That's right. Now a Linux container can have more capabilities that a function might not have, but that's. >> John: From a workflow standpoint. >> That's right. And that's more of a use case by use case standpoint. What we serve is we serve developers and we started out serving developers with Linux containers, then Windows containers, then Lambdas, now Wasm. Whatever other use case, what other application type comes along, we want to be there to serve developers. >> So one of the things I want to get your thoughts on, because this has come up in a couple CUBE interviews before, and we were talking before we came on camera, is developers want ease of use and simplicity. They don't want more steps to do things. They don't want things harder. >> That's right. So the classic innovation is reduce the time it takes to do something, reduce the steps, make it easier. That's a formula of success. >> Scott: That's right. >> When you start adding more toolchains into the mix, you get tool sprawl. So that's not really, that's antithesis to developer. So the argument is, okay, do I have to use a new tool chain for Wasm? Is that a fact or no? >> That's exactly right. That was what we were seeing and we thought, well, how can Docker help with this situation? And Docker can help by bringing the same existing toolchain that developers are already familiar with. The same automation, the same pipelines. And just by changing a line of Docker file, changing a single line of composed file, now they get the power of Wasm unlocked in the very same tools they were using before. >> So your position is, hey, don't adopt some toolchain for Wasm. You can just do it in line with Docker. >> No need to, no need to. We're providing it right there out of the box, ready for them. >> That's raise and extend, as they would say, build Microsoft strategy there. That's nice. Okay, so let's get back into like the secure trusted 'cause that was another theme at DockerCon. We covered that deeply. Software supply chain, I was commenting on my intro with Savannah and Lisa that at some point open source means so plentiful. You might not have to write code. You got to glue together. So as code proliferates, the question what's in there? >> That's right. This is what they call the software supply chain. You've been all over this. Where are we with this? Is it harder now? Is it easier? Was there progress? Take us through what's the state of the art. I think we're early on this one, John, in the industry because I think the realization of how much open source is inside a given app is just now hitting consciousness. And so the data we have is that for any given application, anywhere from 75 to 85% is actually not unique to the developer or the organization. It's open source components that they have put together. And it's really down to that last 15, 25%, which is their own unique code that they're adding on top of all this open source code. So right there, it's like, aha, that's a pretty interesting profile or distribution of value, which means those open source components, where are they finding them? How are they integrating them? How do they know those open source components are going to be supported and trusted and secured? And that's the challenge for us as an industry right now is to make it just obvious where to get the components, how safe they are, who's standing behind them, and how easy it is to assemble them into a working application. >> All right. So the question that I had specifically on security 'cause this had come up before. All good on the trusted and I think that message is evergreen. It's a north star. That's a north star for you. How are you making images more secure and how are you enabling organizations to identify security issues in containers? Can you share your strategy and thoughts on that particular point? >> Yes. So there's a range of things in the secure software supply chain and it starts with, are you starting with trusted open source components that you know have support, that you know are secured? So in Docker Hub today, we have 14 million applications, but a subset of that, we've worked with the upstream providers to basically designate as trusted open source content. So this is the Docker official images, Docker verified publisher images, Docker sponsored open source. And those different categories have levels of certification assurance that they must go through. Generate an SBOM, so you know what's inside that container. It has to be scanned by a scanning tool and those scanning results have to be made available. >> John: Are you guys scanning that? >> So we provide a scanner, they can use another scanner as long as they publish the results of that scan. And then the whole thing is signed. >> Are you publishing the results on your side too? >> Yeah, we published our results through an open database that's accessible to all. >> Free. >> Free, a hundred percent free. You come in and you can see every image on hub. >> So I'm a user, for free I can see security vulnerabilities that are out there that have been identified. >> By version, by layer, all the way through. And you can see tracking all the way back to the package that's upstream. So you know how to remediate and we provide recommendations on how to remediate that with the latest version. >> John: And you don't charge for that. >> We don't charge for that. We do not charge for that. And so that's the trusted upstream. >> So organization can look at the scan, they can look at the scan data and hopefully, what happens if they're not scanned? >> So we provide scanning tools both for the local environments for Docker Desktop, as well as for hub. So if you want to do your own scan, so for example, when you're that developer adding the 15, 25%, you got to scan your stuff as well. Not just leave it up to the already scanned components. And so we provide tools there. We also provide tools to track the packages that that developer might be including in their custom code, all the way back upstream to whatever MPM repo or what have you that they picked up. And then if there's a CVE 30 days later, we also track that as well. We say, Hey, that package was was safe 29 days ago, but today CVE just came out, better upgrade to the latest version and get that out there. So basically if you get down to it, it's like start with trusted components and then have observability not just on the moment. >> And scan all the time. >> Scan all the time and scanning gives you that observability and importantly not just at that moment, but through the lifecycle of the application, through lifecycle of the artifact. So end-to-end 24/7 observability of the state of your supply chain. That's what's key, John. >> That's the best practice. >> That's the key. That's the key. >> Awesome, I agree. That's great. Well, I'm glad we've dug into that's super important. Obviously organizations can get that scanning that's exceed the vulnerabilities, that can take action. That's going to be a big focus here for you, security. It's not going to stop, is it? >> It's never going to stop because criminals are incentive to keep attacking. And so it's the gift that keeps on giving, if you will. >> Okay, so let's get into some of the products. Docker Desktop seems to be doing well. Docker Hub has always been a staple of it. And how's that going? >> Yeah, Docker Hub has 18 million monthly actives hitting it and that's growing by double digits year over year. And what they're finding, going back to our previous thread, John, is that they're coming there for the trusted content. In fact, those three categories that I referenced earlier are about 2000 applications of the 14 million. And yet they represent 56% of the 15 billion downloads a month from Docker Hub. Meaning developers are identifying that, hey, I want trusted source. We raise those in the search results and we have a visual cue. And so that's the big driver of hub's growth right now, is I want trusted content, where do I go? I go to Hub, download that trusted open source and I'm ready to go. >> I have been seeing some chatter on the internet and some people's sharing that they're looking at other places, besides hub, to do some things. What's your message to folks out there around Docker Hub? Why Docker Hub and desktop together? 'Cause you mentioned the toolchain before, but those two areas, I know they've been around for a while, you continue to work on them. What's the message to the folks out there about stay with the hub? >> Sure. I mean the beauty of our ecosystem is that it's interoperable. The standards for build, share and run, we're all using them here at CNCF. So yes, there's other registries. What we would say is we have the 18 million monthly active that are pulling, we have the worldwide distribution that is 24/7 high, five nines reliability, and frankly, we're there to provide choice. And so yes, we have have our trusted content, but for example, the Tanzu apps, they also distribute through us. Red Hat applications also distribute through us because we have the reach and the distribution and offer developers choice of Dockers content, choice of Red Hats content, choice of VMware's, choice of Bitnami, so on so forth. So come to the hub for the distribution to reach and that the requirements we have for security that we put in place for our publishers, give users and publishers an extra degree of assurance. >> So the Docker Hub is an important part of the system? >> Scott: Yes, very much so. >> And desktop, what's new with desktop? >> So desktop of course is the other end of the spectrum. So if trusted components start up on Docker Hub, developers are pulling them down to the desktop to start assembling their application. And so the desktop gives that developer all the tools he or she needs to build that modern application. So you can have your build tooling, your debug tooling, your IDE sitting alongside there, your Docker run, your Docker compose up. And so the loop that we see happening is the dev will have a database they download from hub, a front-end, they'll add their code to it and they'll just rapidly iterate. They'll make a change, stand it up, do a unit test, and when they're satisfied do a git commit, off it goes into production. >> And your goal obviously is to have developers stay with Docker for their toolchain, their experience, make it their home base. >> And their trusted content. That's right. And the trusted content and the extensions are part of that. 'Cause the extensions provide complimentary tooling for that local experience. >> You guys have done an amazing job. I want to give you personal props. I've been following Docker from the beginning when they had the pivot, they sold the enterprise to Mirantis, went back to the roots, modernized, riding the wave. You guys are having a good time. I got to ask the question 'cause people always want to know 'cause open source is about transparency. How you guys making your money? Business is good. How's that work and what was the lucky, what was the not lucky strike, but what was the aha moment? What was the trigger that just made you just kick in this new monetization growth wave? >> So the monetization is per seat, per developer seat. And that changed in November 2019. We were pricing on the server side before, and as you said, we sold that off. And what changed is some of the trends we were talking about that the realization by all organizations that they had to become software companies. And Docker provided the productivity in an engineered desktop product and the trusted content, it provided the productivity safely to developers. And frankly then we priced it at a rate that is very reasonable from an economic standpoint. If you look at developer productivity, developers are paid anywhere from 150 to 300 to 400, 500,000 even higher. >> But when you're paying your developers that much, then productivity is a premium. And what we were asking for from companies from a licensing standpoint was really a modest relative to the making those developers product. >> It's not like Oracle. I mean talk about extracting the value out of the customer. But your point is your positioning is always stay quarter of the open source, but for companies that adopt the structural change to be developer first, a software company, there's a premium to pay because you devalue there. >> And need the tooling to roll it out at scales. So the companies are paying us. They're rolling it out to tens of thousand developers, John. So they need management, they need visibility, they need guardrails that are all around the desktop. So, but just to put a stat on it, so to your point about open source and the freemium wheel working, of our 13 million Docker accounts, 12 are free, about a million are paid for accounts. And that's by design because the open source. >> And you're not gouging developers per se, it's just, not gouging anyone, but you're not taking money out of their hands. It's the company. >> If the company is paying for their productivity so that they can build safely. >> More goodness more for the developer. >> That's right. That's right. >> Gouging would be more like the Oracle strategy. Don't comment. You don't need to comment. I keep saying that, but it's not like you're taxing. It's not a heavy. >> No, $5 a month, $9 a month, $24 a month depending on level. >> But I think the big aha to me and in my opinion is that you nailed the structural change culturally for a company. If they adopt the software ecosystem approach for transforming their business, they got to pay for it. So like a workflow, it's a developer. >> It's another tool. I mean, do they pay for their spreadsheet software? Do they pay for their back office ERP software? They do >> That's my point. >> to make those people popular or sorry, make those people successful, those employees successful. This is a developer tool to make developer successful. >> It's a great, great business model. Congratulations. What's next for you guys? What are you looking for? You just had your community events, you got DockerCon coming up next year. What's on the horizon for you? Put a plugin for the company. What are you looking for? Hiring? >> Yeah, so we're growing like gangbusters. We grew from 60 with the reset. We're now above 300 and we're continuing to grow despite this economic climate. Like our customers are very much investing in software capabilities. So that means they're investing in Docker. So we're looking for roles across the board, software engineers, product managers, designers, marketing, sales, customer success. So if you're interested, please reach out. The next year is going to be really interesting because we're bringing to market products that are doubling down on these areas, doubling down a developer productivity, doubling down on safety to make it even more just automatic that developers just build so they don't have to think about it. They don't need a new tool just to be safer. We hinted a bit about automating SBOM creation. You can see more of that pull through. And in particular, developers want to make the right decision. Everyone comes to work wanting to make the right decision. But what they often lack is context. They often lack like, well, is this bit of code safe or not? Or is this package that I just downloaded over here safe or not? And so you're going to see us roll out additional capabilities that give them very explicit contextual guidance of like, should you use this or not? Or here's a better version over here, a safer version over there. So stay tuned for some exciting stuff. >> It's going to be a massive developer growth wave coming even bigger we've ever seen. Final questions just while I got you here. Where do you see WebAssembly, Wasm going? If you had to throw a dart at the board out a couple years, what does it turn into? >> Yeah, so I think it's super exciting. Super exciting, John. And there's three use cases today. There's browser, there's edge, and there's service side in the data center of the cloud. We see the edge taking off in the next couple years. It's just such a straight line through from what they're doing today and the value that standing up a single service on the edge go. The service side needs some work on the Wasm runtime. The Wasm runtime is not multi-threaded today. And so there's some deep, deep technical work that's going on. The community's doing a fantastic job, but that'll take a while to play through. Browsers also making good progress. There's a component model that Wasm's working on that'll really ignite the industry. That is going to take another couple years as well. So I'd say let's start with the edge use case. Let's get everyone excited about that value proposition. And these other two use cases will come along. >> It'll all work itself out in the wash as open source always does. Scott Johnston, the Chief Executive Officer at Docker. Took over at the reset, kicking butt and taking names. Congratulations. You guys are doing great. Continue to power the developer movement. Thanks for coming on. >> John, thanks so much. Pleasure to be here. >> We're bringing you all the action here. Extracting the signal from the noise. I'm John Furrier, day one of three days of wall-to-wall live coverages. We'll be back for our next guest after this short break. (gentle music)

>>Hey, everyone. Welcome to the AWS partner, showcase women in tech. I'm Lisa Martin from the cube. And today we're gonna be looking into the exciting evolution of women in the tech industry. I'm going to be joined by Danielle GShock, the ISP PSA director at AWS. And we have the privilege of speaking with some wicked smart women from Teradata NetApp. JFI a 10th revolution group, company and honeycomb.io. We're gonna look at some of the challenges and biases that women face in the tech industry, especially in leadership roles. We're also gonna be exploring how are these tech companies addressing diversity, equity and inclusion across their organizations? How can we get more young girls into stem earlier in their careers? So many questions. So let's go ahead and get started. This is the AWS partner showcase women in tech. Hey, everyone. Welcome to the AWS partner showcase. This is season one, episode three. And I'm your host, Lisa Martin. I've got two great guests here with me to talk about women in tech. Hillary Ashton joins us the chief product officer at Terry data. And Danielle Greshaw is back with us, the ISV PSA director at AWS ladies. It's great to have you on the program talking through such an important topic, Hillary, let's go ahead and start with you. Give us a little bit of an intro into you, your background, and a little bit about Teradata. >>Yeah, absolutely. So I'm Hillary Ashton. I head up the products organization. So that's our engineering product management office of the CTO team. Um, at Teradata I've been with Terra data for just about three years and really have spent the last several decades. If I can say that in the data and analytics space, um, I spent time, uh, really focused on the value of, of analytics at scale, and I'm super excited to be here at Teradata. I'm also a mom of two teenage boys. And so as we talk about women in tech, I think there's, um, uh, lots of different dimensions and angles of that. Um, at Teradata, we are partnered very deeply with AWS and happy to talk a little bit more about that, um, throughout this discussion as well. >>Excellent. A busy mom of two teen boys. My goodness. I don't know how you do it. Let's now look, Atter data's views of diversity, equity and inclusion. It's a, the, it's a topic that's important to everyone, but give us a snapshot into some of the initiatives that Terra data has there. >>Yeah, I have to say, I am super proud to be working at Teradata. We have gone through, uh, a series of transformations, but I think it starts with culture and we are deeply committed to diversity, equity and inclusion. It's really more than just a statement here. It's just how we live our lives. Um, and we use, uh, data to back that up. Um, in fact, we were named one of the world's most ethical companies for the 13th year in a row. Um, and all of our executive leadership team has taken an oath around D E and I that's available on LinkedIn as well. So, um, in fact, our leadership team reporting into the CEO is just about 50 50, um, men and women, which is the first time I've worked in a company where that has been the case. And I think as individuals, we can probably appreciate what a huge difference that makes in terms of not just being a representative, but truly being on a, on a diverse and equitable, uh, team. And I think it really, uh, improves the behaviors that we can bring, um, to our office. >>There's so much value in that. It's I impressive to see about a 50 50 at the leadership level. That's not something that we see very often. Tell me how you, Hillary, how did you get into tech? Were you an engineering person by computer science, or did you have more of a zigzaggy path to where you are now? >>I'm gonna pick door number two and say more zigzaggy. Um, I started off thinking, um, that I started off as a political science major or a government major. Um, and I was probably destined to go into, um, the law field, but actually took a summer course at Harvard. I did not go to Harvard, but I took a summer course there and learned a lot about multimedia and some programming. And that really set me on a trajectory of how, um, data and analytics can truly provide value and, and outcomes to our customers. Um, and I have been living that life ever since. Um, I graduated from college, so, um, I was very excited and privileged in my early career to, uh, work in a company where I found after my first year that I was managing, um, uh, kids, people who had graduated from Harvard business school and from MIT Sloan school. Um, and that was super crazy, cuz I did not go to either of those schools, but I sort of have always had a natural knack for how do you take technology and, and the really cool things that technology can do, but because I'm not a programmer by training, I'm really focused on the value that I'm able to help, um, organizations really extract value, um, from the technology that we can create, which I think is fantastic. >>I think there's so much value in having a zigzag path into tech. You bring Danielle, you and I have talked about this many times you bring such breadth and such a wide perspective. That really is such a value. Add to teams. Danielle, talk to us from AWS's perspective about what can be done to encourage more young women to get and under and underrepresented groups as well, to get into stem and stay. >>Yeah, and this is definitely a challenge as we're trying to grow our organization and kind of shift the numbers. And the reality is, especially with the more senior folks in our organization, unless you bring folks with a zigzag path, the likelihood is you won't be able to change the numbers that you have. Um, but for me, it's really been about, uh, looking at that, uh, the folks who are just graduating college, maybe in other roles where they are adjacent to technology and to try to spark their interest and show that yes, they can do it because oftentimes it's really about believing in themselves and, and realizing that we need folks with all sorts of different perspectives to kind of come in, to be able to help really, um, provide both products and services and solutions for all types of people inside of technology, which requires all sorts of perspectives. >>Yeah, the diverse perspectives. There's so much value and there's a lot of data that demonstrates how much value revenue impact organizations can make by having diversity, especially at the leadership level. Hillary, let's go back to you. We talked about your career path. You talked about some of the importance of the focus on de and I at Tarana, but what are, what do you think can be done to encourage, to sorry, to recruit more young women and under groups into tech, any, any carrot there that you think are really important that we need to be dangling more of? >>Yeah, absolutely. And I'll build on what Danielle just said. I think the, um, bringing in diverse understandings, um, of, of customer outcomes, I mean, I, the we've really moved from technology for technology's sake and I know AWS and entirety to have had a lot of conversations on how do we drive customer outcomes that are differentiated in the market and really being customer centric and technology is wonderful. You can do wonderful things with it. You can do not so wonderful things with it as well, but unless you're really focused on the outcomes and what customers are seeking, um, technology is not hugely valuable. And so I think bringing in people who understand, um, voice of customer who understand those outcomes, and those are not necessarily the, the, the folks who are PhD in mathematics or statistics, um, those can be people who understand a day in the life of a data scientist or a day in the life of a citizen data scientist. And so really working to bridge the high impact technology with the practical kind of usability, usefulness of data and analytics in our cases, I think is something that we need more of in tech and sort of demystifying tech and freeing technology so that everybody can use it and having a really wide range of people who understand not just the bits and bites and, and how to program, but also the value in outcomes that technology through data and analytics can drive. >>Yeah. You know, we often talk about the hard skills, but this, their soft skills are equally, if not more important that even just being curious, being willing to ask questions, being not afraid to be vulnerable, being able to show those sides of your personality. I think those are important for, for young women and underrepresented groups to understand that those are just as important as some of the harder technical skills that can be taught. >>That's right. >>What do you think about from a bias perspective, Hillary, what have you seen in the tech industry and how do you think we can leverage culture as you talked about to help dial down some of the biases that are going on? >>Yeah. I mean, I think first of all, and, and there's some interesting data out there that says that 90% of the population, which includes a lot of women have some inherent bias in their day, day behaviors when it comes to to women in particular. But I'm sure that that is true across all kinds of, of, um, diverse and underrepresented folks in, in the world. And so I think acknowledging that we have bias and actually really learning how, what that can look like, how that can show up. We might be sitting here and thinking, oh, of course I don't have any bias. And then you realize that, um, as you, as you learn more about, um, different types of bias, that actually you do need to kind of, um, account for that and change behaviors. And so I think learning is sort of a fundamental, um, uh, grounding for all of us to really know what bias looks like, know how it shows up in each of us. >>Um, if we're leaders know how it shows up in our teams and make sure that we are constantly getting better, we're, we're not gonna be perfect anytime soon. But I think being on a path to improvement to overcoming bias, um, is really, is really critical. And part of that is really starting the dialogue, having the conversations, holding ourselves and each other accountable, um, when things aren't going in, in a, in a Coptic way and being able to talk openly about that, that felt, um, like maybe there was some bias in that interaction and how do we, um, how do we make good on that? How do we change our, our behavior? Fundamentally of course, data and analytics can have some bias in it as well. And so I think as we look at the, the technology aspect of bias, um, looking at at ethical AI, I think is a, a really important, uh, additional area. And I'm sure we could spend another 20 minutes talking about that, but I, I would be remiss if I didn't talk more about sort of the bias, um, and the over the opportunity to overcome bias in data and analytics as well. >>Yeah. The opportunity to overcome it is definitely there you bring up a couple of really good points, Hillary. It, it starts with awareness. We need to be aware that there are inherent biases in data in thought. And also to your other point, hold people accountable ourselves, our teammates, that's critical to being able to, to dial that back down, Daniel, I wanna get your perspective on, on your view of women in leadership roles. Do you think that we have good representation or we still have work to do in there? >>I definitely think in both technical and product roles, we definitely have some work to do. And, you know, when I think about, um, our partnership with Teradata, part of the reason why it's so important is, you know, Teradata solution is really the brains of a lot of companies. Um, you know, the what, how, what they differentiate on how they figure out insights into their business. And it's, it's all about the product itself and the data and the same is true at AWS. And, you know, we really could do some work to have some more women in these technical roles, as well as in the product, shaping the products. Uh, just for all the reasons that we just kind of talked about over the last 10 minutes, um, in order to, you know, move bias out of our, um, out of our solutions and also to just build better products and have, uh, better, you know, outcomes for customers. So I think there's a bit of work to do still. >>I agree. There's definitely a bit of work to do, and it's all about delivering those better outcomes for customers at the end of the day, we need to figure out what the right ways are of doing that and working together in a community. Um, we've had obviously a lot had changed in the last couple of years, Hillary, what's your, what have you seen in terms of the impact that the pandemic has had on this status of women in tech? Has it been a pro is silver lining the opposite? What are you seeing? >>Yeah, I mean, certainly there's data out there that tells us factually that it has been, um, very difficult for women during COVID 19. Um, women have, uh, dropped out of the workforce for a wide range of, of reasons. Um, and, and that I think is going to set us back all of us, the, the Royal us or the Royal we back, um, years and years. Um, and, and it's very unfortunate because I think we we're at a time when we're making great progress and now to see COVID, um, setting us back in, in such a powerful way. I think there's work to be done to understand how do we bring people back into the workforce. Um, how do we do that? Understanding work life balance, better understanding virtual and remote, working better. I think in the technology sector, um, we've really embraced, um, hybrid virtual work and are, are empowering people to bring their whole selves to work. >>And I think if anything, these, these zoom calls have, um, both for the men and the women on my team. In fact, I would say much more. So for the men on my team, I'm seeing, I was seeing more kids in the background, more kind of split childcare duties, more ability to start talking about, um, other responsibilities that maybe they had, uh, especially in the early days of COVID where maybe daycares were shut down. And, um, you had, you know, maybe a parent was sick. And so we saw quite a lot of, um, people bringing their whole selves to the office, which I think was, was really wonderful. Um, uh, even our CEO saw some of that. And I think, um, that that really changes the dialogue, right? It changes it to maybe scheduling meetings at a time when, um, people can do it after daycare drop off. >>Um, and really allowing that both for men and for women makes it better for, for women overall. So I would like to think that this hybrid working, um, environment and that this, um, uh, whole view into somebody's life that COVID has really provided for probably for white collar workers, if I'm being honest for, um, people who are in a, at a better point of privilege, they don't necessarily have to go into the office every day. I would like to think that tech can lead the way in, um, you know, coming out of the, the old COVID. I don't know if we have a new COVID coming, but the old COVID and really leading the way for women and for people, um, to transform how we do work, um, leveraging data and analytics, but also, um, overcoming some of the, the disparities that exist for women in particular in the workforce. >>Yeah, I think there's, there's like we say, there's a lot of opportunity there and I like your point of hopefully tech can be that guiding light that shows us this can be done. We're all humans at the end of the day. And ultimately if we're able to have some sort of work life balance, everything benefits, our work or more productive, higher performing teams impacts customers, right? There's so much value that can be gleaned from, from that hybrid model and embracing for humans. We need to be able to, to work when we can, we've learned that you don't have to be, you know, in an office 24, 7 commuting, crazy hours flying all around the world. We can get a lot of things done in a ways that fit people's lives rather than taking command over it. Wanna get your advice, Hillary, if you were to talk to your younger self, what would be some of the key pieces of advice you would say? And Danielle and I have talked about this before, and sometimes we, we would both agree on like, ask more questions. Don't be afraid to raise your hand, but what advice would you give your younger self and that younger generation in terms of being inspired to get into tech >>Oh, inspired and being in tech? You know, I think looking at technology as, in some ways, I feel like we do a disservice to, um, inclusion when we talk about stem, cuz I think stem can be kind of daunting. It can be a little scary for people for younger people. When I, when I go and talk to folks at schools, I think stem is like, oh, all the super smart kids are over there. They're all like maybe they're all men. And so, um, it's, it's a little, uh, intimidating. Um, and stem is actually, you know, especially for, um, people joining the workforce today. It's actually how you've been living your life since you were born. I mean, you know, stem inside and out because you walk around with a phone and you know how to get your internet working and like that is technology right. >>Fundamentally. And so demystifying stem as something that is around how we, um, actually make our, our lives useful and, and, and how we can change outcomes. Um, through technology I think is maybe a different lens to put on it. So, and there's absolutely for, for hard sciences, there's absolutely a, a great place in the world for folks who wanna pursue that and men and women can do that. So I, I don't want to be, um, uh, setting the wrong expectations, but I, I think stem is, is very holistic in, um, in the change that's happening globally for us today across economies, across global warming, across all kinds of impactful issues. And so I think everybody who's interested in, in some of that world change can participate in stem. It just may be through a different, through a different lens than how we classically talk about stem. >>So I think there's great opportunity to demystify stem. I think also, um, what I would tell my younger self is choose your bosses wisely. And that sounds really funny. That sounds like inside out almost, but I think choose the person that you're gonna work for in your first five to seven years. And it might be more than one person, but be, be selective, maybe be a little less selective about the exact company or the exact title. I think picking somebody that, you know, we talk about mentors and we talk about sponsors and those are important. Um, but the person you're gonna spend in your early career, a lot of your day with a lot, who's gonna influence a lot of the outcomes for you. That is the person that you, I think want to be more selective about, um, because that person can set you up for success and give you opportunities and set you on course to be, um, a standout or that person can hold you back. >>And that person can put you in the corner and not invite you to the meetings and not give you those opportunities. And so we're in an economy today where you actually can, um, be a little bit picky about who you go and work for. And I would encourage my younger self. I actually, I just lucked out actually, but I think that, um, my first boss really set me, um, up for success, gave me a lot of feedback and coaching. Um, and some of it was really hard to hear, but it really set me up for, for, um, the, the path that I've been on ever since. So it, that would be my advice. >>I love that advice. I it's brilliant. I didn't think it choose your bosses wisely. Isn't something that we primarily think about. I think a lot of people think about the big name companies that they wanna go after and put on a resume, but you bring up a great point. And Danielle and I have talked about this with other guests about mentors and sponsors. I think that is brilliant advice and also more work to do to demystify stem. But luckily we have great family leaders like the two of you helping us to do that. Ladies, I wanna thank you so much for joining me on the program today and talking through what you're seeing in de and I, what your companies are doing and the opportunities that we have to move the needle. Appreciate your time. >>Thank you so much. Great to see you, Danielle. Thank you Lisa, to see you. >>My pleasure for my guests. I'm Lisa Martin. You're watching the AWS partner showcase season one, episode three. Hey everyone. Welcome to the AWS partner showcase. This is season one, episode three, with a focus on women in tech. I'm your host, Lisa Martin. I've got two guests here with me, Sue Peretti, the EVP of global AWS strategic alliances at Jefferson Frank, a 10th revolution group company, and Danielle brushoff. One of our cube alumni joins us ISV PSA director, ladies. It's great to have you on the program talking about a, a topic that is near and dear to my heart at women in tech. >>Thank you, Lisa. >>So let's go ahead and start with you. Give the audience an understanding of Jefferson Frank, what does the company do and about the partnership with AWS? >>Sure. Um, so let's just start, uh, Jefferson Frank is a 10th revolution group company. And if you look at it, it's really talent as a service. So Jefferson Frank provides talent solutions all over the world for AWS clients, partners and users, et cetera. And we have a sister company called revelent, which is a talent creation company within the AWS ecosystem. So we create talent and put it out in the ecosystem. Usually underrepresented groups over half of them are women. And then we also have, uh, a company called rubra, which is a delivery model around AWS technology. So all three companies fall under the 10th revolution group organization. >>Got it. Danielle, talk to me a little bit about from AWS's perspective and the focus on hiring more women in technology and about the partnership. >>Yes. I mean, this has definitely been a focus ever since I joined eight years ago, but also just especially in the last few years we've grown exponentially and our customer base has changed. You know, we wanna have, uh, an organization interacting with them that reflects our customers, right. And, uh, we know that we need to keep pace with that even with our growth. And so we've very much focused on early career talent, um, bringing more women and underrepresented minorities into the organization, sponsoring those folks, promoting them, uh, giving them paths to growth, to grow inside of the organization. I'm an example of that. Of course I benefit benefited from it, but also I try to bring that into my organization as well. And it's super important. >>Tell me a little bit about how you benefited from that, Danielle. >>Um, I just think that, um, you know, I I've been able to get, you know, a seat at the table. I think that, um, I feel as though I have folks supporting me, uh, very deeply and wanna see me succeed. And also they put me forth as, um, you know, a, represent a representative, uh, to bring more women into the organization as well. And I think, um, they give me a platform, uh, in order to do that, um, like this, um, but also many other, uh, spots as well. Um, and I'm happy to do it because I feel that, you know, if you always wanna feel that you're making a difference in your job, and that is definitely a place where I get that time and space in order to be that representative to, um, bring more, more women into benefiting from having careers in technology, which there's a lot of value there, >>A lot of value. Absolutely. So back over to you, what are some of the trends that you are seeing from a gender diversity perspective in tech? We know the, the numbers of women in technical positions, uh, right. There's so much data out there that shows when girls start dropping up, but what are some of the trends that you are seeing? >>So it's, that's a really interesting question. And, and Lisa, I had a whole bunch of data points that I wanted to share with you, but just two weeks ago, uh, I was in San Francisco with AWS at the, at the summit. And we were talking about this. We were talking about how we can collectively together attract more women, not only to, uh, AWS, not only to technology, but to the AWS ecosystem in particular. And it was fascinating because I was talking about, uh, the challenges that women have and how hard to believe, but about 5% of women who were in the ecosystem have left in the past few years, which was really, really, uh, something that shocked everyone when we, when we were talking about it, because all of the things that we've been asking for, for instance, uh, working from home, um, better pay, uh, more flexibility, uh, better maternity leave seems like those things are happening. >>So we're getting what we want, but people are leaving. And it seemed like the feedback that we got was that a lot of women still felt very underrepresented. The number one thing was that they, they couldn't be, you can't be what you can't see. So because they, we feel collectively women, uh, people who identify as women just don't see enough women in leadership, they don't see enough mentors. Um, I think I've had great mentors, but, but just not enough. I'm lucky enough to have a pres a president of our company, the president of our company, Zoe Morris is a woman and she does lead by example. So I'm very lucky for that. And Jefferson, Frank really quickly, we put out a hiring a salary and hiring guide a career and hiring guide every year and the data points. And that's about 65 pages long. No one else does it. Uh, it gives an abundance of information around, uh, everything about the AWS ecosystem that a hiring manager might need to know. But there is what, what I thought was really unbelievable was that only 7% of the people that responded to it were women. So my goal, uh, being that we have such a very big global platform is to get more women to respond to that survey so we can get as much information and take action. So >>Absolutely 7%. So a long way to go there. Danielle, talk to me about AWS's focus on women in tech. I was watching, um, Sue, I saw that you shared on LinkedIn, the Ted talk that the CEO and founder of girls and co did. And one of the things that she said was that there was a, a survey that HP did some years back that showed that, um, 60%, that, that men will apply for jobs if they only meet 60% of the list of requirements. Whereas with females, it's far, far less, we've all been in that imposter syndrome, um, conundrum before. But Danielle, talk to us about AWS, a specific focus here to get these numbers up. >>I think it speaks to what Susan was talking about, how, you know, I think we're approaching it top and bottom, right? We're looking out at what are the, who are the women who are currently in technical positions and how can we make AWS an attractive place for them to work? And that's all a lot of the changes that we've had around maternity leave and, and those types of things, but then also, um, more flexible working, uh, can, you know, uh, arrangements, but then also, um, early, how can we actually impact early, um, career women and actually women who are still in school. Um, and our training and certification team is doing amazing things to get, um, more girls exposed to AWS, to technology, um, and make it a less intimidating place and have them look at employees from AWS and say like, oh, I can see myself in those people. >>Um, and kind of actually growing the viable pool of candidates. I think, you know, we're, we're limited with the viable pool of candidates, um, when you're talking about mid to late career. Um, but how can we, you know, help retrain women who are coming back into the workplace after, you know, having a child and how can we help with military women who want to, uh, or underrepresented minorities who wanna move into AWS, we have a great military program, but then also just that early high school, uh, career, you know, getting them in, in that trajectory. >>Sue, is that something that Jefferson Frank is also able to help with is, you know, getting those younger girls before they start to feel there's something wrong with me. I don't get this. Talk to us about how Jefferson Frank can help really drive up that in those younger girls. >>Uh, let me tell you one other thing to refer back to that summit that we did, uh, we had breakout sessions and that was one of the topics. What can cuz that's the goal, right? To make sure that, that there are ways to attract them. That's the goal? So some of the things that we talked about was mentoring programs, uh, from a very young age, some people said high school, but then we said even earlier, goes back to you. Can't be what you can't see. So, uh, getting mentoring programs, uh, established, uh, we also talked about some of the great ideas was being careful of how we speak to women using the right language to attract them. And some, there was a teachable moment for, for me there actually, it was really wonderful because, um, an African American woman said to me, Sue and I, I was talking about how you can't be what you can't see. >>And what she said was Sue, it's really different. Um, for me as an African American woman, uh, or she identified, uh, as nonbinary, but she was relating to African American women. She said, your white woman, your journey was very different than my journey. And I thought, this is how we're going to learn. I wasn't offended by her calling me out at all. It was a teachable moment. And I thought I understood that, but those are the things that we need to educate people on those, those moments where we think we're, we're saying and doing the right thing, but we really need to get that bias out there. So here at Jefferson, Frank, we're, we're trying really hard to get that careers and hiring guide out there. It's on our website to get more women, uh, to talk to it, but to make suggestions in partnership with AWS around how we can do this mentoring, we have a mentor me program. We go around the country and do things like this. We, we try to get the education out there in partnership with AWS. Uh, we have a, a women's group, a women's leadership group, uh, so much that, that we do, and we try to do it in partnership with AWS. >>Danielle, can you comment on the impact that AWS has made so far, um, regarding some of the trends and, and gender diversity that Sue was talking about? What's the impact that's been made so far with this partnership? >>Well, I mean, I think just being able to get more of the data and have awareness of leaders, uh, on how <laugh>, you know, it used to be a, a couple years back, I would feel like sometimes the, um, uh, solving to bring more women into the organization was kind of something that folks thought, oh, this is Danielle is gonna solve this. You know? And I think a lot of folks now realize, oh, this is something that we all need to solve for. And a lot of my colleagues who maybe a couple years ago, didn't have any awareness or didn't even have the tools to do what they needed to do in order to improve the statistics on their, or in their organizations. Now actually have those tools and are able to kind of work with, um, work with companies like Susan's work with Jefferson Frank in order to actually get the data and actually make good decisions and feel as though, you know, they, they often, these are not lived experiences for these folks, so they don't know what they don't know. And by providing data and providing awareness and providing tooling and then setting goals, I think all of those things have really turned, uh, things around in a very positive way. >>And so you bring up a great point about from a diversity perspective, what is Jefferson Frank doing to, to get those data points up, to get more women of, of all well, really underrepresented minorities to, to be able to provide that feedback so that you can, can have the data and gleamy insights from it to help companies like AWS on their strategic objectives. >>Right? So as I, when I go back to that higher that, uh, careers in hiring guide, that is my focus today, really because the more data that we have, I mean, the, and the data takes, uh, you know, we need people to participate in order to, to accurately, uh, get a hold of that data. So that's why we're asking, uh, we're taking the initiative to really expand our focus. We are a global organization with a very, very massive database all over the world, but if people don't take action, then we can't get the right. The, the, the data will not be as accurate as we'd like it to be. Therefore take better action. So what we're doing is we're asking people all over the, all over the world to participate on our website, Jefferson frank.com, the se the high, uh, in the survey. So we can learn as much as we can. >>7% is such a, you know, Danielle and I we're, we've got to partner on this just to sort of get that message out there, get more data so we can execute, uh, some of the other things that we're doing. We're, we're partnering in. As I mentioned, more of these events, uh, we're, we're doing around the summits, we're gonna be having more ed and I events and collecting more information from women. Um, like I said, internally, we do practice what we preach and we have our own programs that are, that are out there that are within our own company where the women who are talking to candidates and clients every single day are trying to get that message out there. So if I'm speaking to a client or one of our internal people are speaking to a client or a candidate, they're telling them, listen, you know, we really are trying to get these numbers up. >>We wanna attract as many people as we can. Would you mind going to this, uh, hiring guide and offering your own information? So we've gotta get that 7% up. We've gotta keep talking. We've gotta keep, uh, getting programs out there. One other thing I wanted to Danielle's point, she mentioned, uh, women in leadership, the number that we gathered was only 9% of women in leadership within the AWS ecosystem. We've gotta get that number up, uh, as well because, um, you know, I know for me, when I see people like Danielle or, or her peers, it inspires me. And I feel like, you know, I just wanna give back, make sure I send the elevator back to the first floor and bring more women in to this amazing ecosystem. >>Absolutely. That's not that metaphor I do too, but we, but to your point to get that those numbers up, not just at AWS, but everywhere else we need, it's a help me help use situation. So ladies underrepresented minorities, if you're watching go to the Jefferson Frank website, take the survey, help provide the data so that the woman here that are doing this amazing work, have it to help make decisions and have more of females and leadership roles or underrepresented minorities. So we can be what we can see. Ladies, thank you so much for joining me today and sharing what you guys are doing together to partner on this important. Cause >>Thank you for having me, Leah, Lisa, >>Thank you. My pleasure for my guests. I'm Lisa Martin. You're watching the cubes coverage of the AWS partner showcase. Thanks for your time. Hey everyone. Welcome to the AWS partner showcase season one, episode three women in tech. I'm your host, Lisa Martin. We've got two female rock stars here with me next. Stephanie Curry joins us the worldwide head of sales and go to market strategy for AWS at NetApp and Danielle GShock is back one of our QM ISV PSA director at AWS. Looking forward to a great conversation, ladies, about a great topic, Stephanie, let's go ahead and start with you. Give us an overview of your story, how you got into tech and what inspired you. >>Thanks so much, Lisa and Danielle. It's great to be on this show with you. Um, thank you for that. Uh, my name's Stephanie cur, as Lisa mentioned, I'm the worldwide head of sales for, uh, AWS at NetApp and run a global team of sales people that sell all things AWS, um, going back 25 years now, uh, when I first started my career in tech, it was kind of by accident. Um, I come from a different background. I have a business background and a technical background from school, um, but had been in a different career and I had an opportunity to try something new. Um, I had an ally really that reached out to me and said, Hey, you'd be great for this role. And I thought, I'd take a chance. I was curious. Um, and, uh, it, it turned out to be a 25 year career, um, that I'm really, really excited about and, and, um, really thankful for that person, for introducing me to the, to the industry >>25 years in counting. I'm sure Danielle, we've talked about your background before. So what I wanna focus on with you is the importance of diversity for high performance. I know what a machine AWS is, and Stephanie'll come back to you with the same question, but talk about that, Danielle, from your perspective, that importance, um, for diversity to drive the performance. >>Yeah. Yeah. I truly believe that, you know, in order to have high performing teams, that you have to have people from all different types of backgrounds and experiences. And we do find that oftentimes being, you know, field facing, if we're not reflecting our customers and connecting with them deeply, um, on, on the levels that they're at, we, we end up missing them. And so for us, it's very important to bring people of lots of different technical backgrounds experiences. And of course, both men, women, and underrepresented minorities and put that forth to our customers, um, in order to make that connection and to end up with better outcomes. So >>Definitely it's all about outcomes, Stephanie, your perspective and NetApp's perspective on diversity for creating highly performant teams and organizations. >>I really aligned with Danielle on the comment she made. And in addition to that, you know, just from building teams in my, um, career know, we've had three times as many women on my team since we started a year ago and our results are really showing in that as well. Um, we find the teams are stronger, they're more collaborative and to Danielle's point really reflective, not only our partners, but our customers themselves. So this really creates connections, which are really, really important to scale our businesses and, and really, uh, meet the customer where they're at as well. So huge proponent of that ourselves, and really finding that we have to be intentional in our hiring and intentional in how we attract diversity to our teams. >>So Stephanie let's stay with you. So a three X increase in women on the team in a year, especially the kind of last year that we've had is really incredible. I, I like your, I, your thoughts on there needs to be a, there needs to be focus and, and thought in how teams are hired. Let's talk about attracting and retaining those women now, especially in sales roles, we all know the number, the percentages of women in technical roles, but what are some of the things that, that you do Stephanie, that NetApp does to attract and retain women in those sales roles? >>The, the attracting part's really interesting. And we find that, you know, you, you read the stats and I'd say in my experience, they're also true in the fact that, um, a lot of women would look at a job description and say, I can't do a hundred percent of that, that, so I'm not even going to apply with the women that we've attracted to our team. We've actually intentionally reached out and targeted those people in a good way, um, to say, Hey, we think you've got what it takes. Some of the feedback I've got from those women are, gosh, I didn't think I could ever get this role. I didn't think I had the skills to do that. And they've been hired and they are doing a phenomenal job. In addition to that, I think a lot of the feedback I've got from these hires are, Hey, it's an aggressive sales is aggressive. Sales is competitive. It's not an environment that I think I can be successful in. And what we're showing them is bring those softer skills around collaboration, around connection, around building teams. And they do, they do bring a lot of that to the team. Then they see others like them there and they know they can be successful cuz they see others like them on the team, >>The whole concept of we can't be what we can't see, but we can be what we can't see is so important. You said a couple things, Stephanie, that really stuck with me. And one of them was an interview on the Cub I was doing, I think a couple weeks ago, um, about women in tech. And the stat that we talked about was that women will apply will not apply for a job unless they meet 100% of the skills and the requirements that it's listed, but men will, if they only meet 60. And I, that just shocked me that I thought, you know, I, I can understand that imposter syndrome is real. It's a huge challenge, but the softer skills, as you mentioned, especially in the last two years, plus the ability to communicate, the ability to collaborate are incredibly important to, to drive that performance of any team of any business. >>Absolutely. >>Danielle, talk to me about your perspective and AWS as well for attracting and retaining talent. And, and, and particularly in some of those challenging roles like sales that as Stephanie said, can be known as aggressive. >>Yeah, for sure. I mean, my team is focused on the technical aspect of the field and we definitely have an uphill battle for sure. Um, two things we are focused on first and foremost is looking at early career women and that how we, how can we bring them into this role, whether in they're in support functions, uh, cl like answering the phone for support calls, et cetera, and how, how can we bring them into this organization, which is a bit more strategic, more proactive. Um, and then the other thing that as far as retention goes, you know, sometimes there will be women who they're on a team and there are no other women on that team. And, and for me, it's about building community inside of AWS and being part of, you know, we have women on solution architecture organizations. We have, uh, you know, I just personally connect people as well and to like, oh, you should meet this person. Oh, you should talk to that person. Because again, sometimes they can't see someone on their team like them and they just need to feel anchored, especially as we've all been, you know, kind of stuck at home, um, during the pandemic, just being able to make those connections with women like them has been super important and just being a, a long tenured Amazonian. Um, that's definitely one thing I'm able to, to bring to the table as well. >>That's so important and impactful and spreads across organizations in a good way. Daniel let's stick with you. Let's talk about some of the allies that you've had sponsors, mentors that have really made a difference. And I said that in past tense, but I also mean in present tense, who are some of those folks now that really inspire you? >>Yeah. I mean, I definitely would say that one of my mentors and someone who, uh, ha has been a sponsor of my career has, uh, Matt YK, who is one of our control tower GMs. He has really sponsored my career and definitely been a supporter of mine and pushed me in positive ways, which has been super helpful. And then other of my business partners, you know, Sabina Joseph, who's a cube alum as well. She definitely has been, was a fabulous partner to work with. Um, and you know, between the two of us for a period of time, we definitely felt like we could, you know, conquer the world. It's very great to go in with a, with another strong woman, um, you know, and, and get things done, um, inside of an organization like AWS. >>Absolutely. And S I've, I've agreed here several times. So Stephanie, same question for you. You talked a little bit about your kind of, one of your, uh, original early allies in the tech industry, but talk to me about allies sponsors, mentors who have, and continue to make a difference in your life. >>Yeah. And, you know, I think it's a great differentiation as well, right? Because I think that mentors teach us sponsors show us the way and allies make room for us at the table. And that is really, really key difference. I think also as women leaders, we need to make room for others at the table too, and not forget those softer skills that we bring to the table. Some of the things that Danielle mentioned as well about making those connections for others, right. And making room for them at the table. Um, some of my allies, a lot of them are men. Brian ABI was my first mentor. Uh, he actually is in the distribution, was in distribution, uh, with advent tech data no longer there. Um, Corey Hutchinson, who's now at Hashi Corp. He's also another ally of mine and remains an ally of mine, even though we're not at the same company any longer. Um, so a lot of these people transcend careers and transcend, um, um, different positions that I've held as well and make room for us. And I think that's just really critical when we're looking for allies and when allies are looking for us, >>I love how you described allies, mentors and sponsors Stephanie. And the difference. I didn't understand the difference between a mentor and a sponsor until a couple of years ago. Do you talk with some of those younger females on your team so that when they come into the organization and maybe they're fresh outta college, or maybe they've transitioned into tech so that they can also learn from you and understand the importance and the difference between the allies and the sponsors and the mentors? >>Absolutely. And I think that's really interesting because I do take, uh, an extra, uh, approach an extra time to really reach out to the women that have joined the team. One. I wanna make sure they stay right. I don't want them feeling, Hey, I'm alone here and I need to, I need to go do something else. Um, and they are located around the world, on my team. They're also different age groups, so early in career, as well as more senior people and really reaching out, making sure they know that I'm there. But also as Danielle had mentioned, connecting them to other people in the community that they can reach out to for those same opportunities and making room for them >>Make room at the table. It's so important. And it can, you never know what a massive difference and impact you can make on someone's life. And I, and I bet there's probably a lot of mentors and sponsors and allies of mine that would be surprised to know, uh, the massive influence they've had Daniel back over. Let's talk about some of the techniques that you employ, that AWS employees to make the work environment, a great place for women to really thrive and, and be retained as Stephanie was saying. Of course that's so important. >>Yeah. I mean, definitely I think that the community building, as well as we have a bit more programmatic mentorship, um, we're trying to get to the point of having a more programmatic sponsorship as well. Um, but I think just making sure that, um, you know, both everything from, uh, recruit to onboard to ever boarding that, uh, they they're the women who come into the organization, whether it's they're coming in on the software engineering side or the field side or the sales side that they feel as that they have someone, uh, working with them to help them drive their career. Those are the key things that were, I think from an organizational perspective are happening across the board. Um, for me personally, when I run my organization, I'm really trying to make sure that people feel that they can come to me at any time open door policy, make sure that they're surfacing any times in which they are feeling excluded or anything like that, any challenges, whether it be with a customer, a partner or with a colleague. Um, and then also of course, just making sure that I'm being a good sponsor, uh, to, to people on my team. Um, that is key. You can talk about it, but you have to start with yourself as well. >>That's a great point. You you've got to, to start with yourself and really reflect on that. Mm-hmm <affirmative> and look, am I, am I embodying what it is that I need? And not that I know they need that focused, thoughtful intention on that is so importants, let's talk about some of the techniques that you use that NetApp uses to make the work environment a great place for those women are marginalized, um, communities to really thrive. >>Yeah. And I appreciate it and much like Danielle, uh, and much like AWS, we have some of those more structured programs, right around sponsorship and around mentorship. Um, probably some growth there, opportunities for allies, because I think that's more of a newer concept in really an informal structure around the allies, but something that we're growing into at NetApp, um, on my team personally, I think, um, leading by example's really key. And unfortunately, a lot of the, um, life stuffs still lands on the women, whether we like it or not. Uh, I have a very, uh, active husband in our household, but I still carry when it push comes to shove it's on me. Um, and I wanna make sure that my team knows it's okay to take some time and do the things you need to do with your family. Um, I'm I show up as myself authentically and I encourage them to do the same. >>So it's okay to say, Hey, I need to take a personal day. I need to focus on some stuff that's happening in my personal life this week now, obviously to make sure your job's covered, but just allowing some of that softer vulnerability to come into the team as well, so that others, um, men and women can feel they can do the same thing. And that it's okay to say, I need to balance my life and I need to do some other things alongside. Um, so it's the formal programs, making sure people have awareness on them. Um, I think it's also softly calling people out on biases and saying, Hey, I'm not sure if you know, this landed that way, but I just wanted to make you aware. And usually the feedback is, oh my gosh, I didn't know. And could you coach me on something that I could do better next time? So all of this is driven through our NetApp formal programs, but then it's also how you manifest it on the teams that we're leading. >>Absolutely. And sometimes having that mirror to reflect into can be really eye-opening and, and allow you to, to see things in a completely different light, which is great. Um, you both talked about, um, kind of being what you, uh, can see, and, and I know both companies are upset customer obsessed in a good way. Talk to me a little bit, Danielle, go back over to you about the AWS NetApp partnership. Um, some of that maybe alignment on, on performance on obviously you guys are very well aligned, uh, in terms of that, but also it sounds like you're quite aligned on diversity and inclusion. >>Well, we definitely do. We have the best partnerships with companies in which we have these value alignments. So I think that is a positive thing, of course, but just from a, from a partnership perspective, you know, from my five now plus years of being a part of the APN, this is, you know, one of the most significant years with our launch of FSX for NetApp. Um, with that, uh, key key service, which we're making available natively on AWS. I, I can't think of a better Testament to the, to the, um, partnership than that. And that's doing incredibly well and it really resonates with our customers. And of course it started with customers and their need for NetApp. Uh, so, you know, that is a reflection, I think, of the success that we're having together. >>And Stephanie talk to, uh, about the partnership from your perspective, NetApp, AWS, what you guys are doing together, cultural alignment, but also your alignment on really bringing diversity into drive performance. >>Yeah, I think it's a, a great question. And I have to say it's just been a phenomenal year. Our relationship has, uh, started before our first party service with FSX N but definitely just, um, uh, the trajectory, um, between the two companies since the announcement about nine months ago has just taken off to a, a new level. Um, we feel like an extended part of the family. We worked together seamlessly. A lot of the people in my team often say we feel like Amazonians. Um, and we're really part of this transformation at NetApp from being that storage hardware company into being an ISV and a cloud company. And we could not do this without the partnership with AWS and without the, uh, first party service of Fs XM that we've recently released. Um, I think that those joint values that Danielle referred to are critical to our success, um, starting with customer obsession and always making sure that we are doing the right thing for the customer. >>We coach our team teams all the time on if you are doing the right thing for the customers, you cannot do anything wrong. Just always put the customer at the, in the center of your decisions. And I think that there is, um, a lot of best practice sharing and collaboration as we go through this change. And I think a lot of it is led by the diverse backgrounds that are on the team, um, female, male, um, race and so forth, and just to really, uh, have different perspectives and different experiences about how we approach this change. Um, so we definitely feel like a part of the family. Uh, we are absolutely loving, uh, working with the AWS team and our team knows that we are the right place, the right time with the right people. >>I love that last question for each of you. And I wanna stick with you Stephanie advice to your younger self, think back five years. What advice would you seen what you've accomplished and maybe the thet route that you've taken along the way, what would you advise your youngest Stephanie self. >>Uh, I would say keep being curious, right? Keep being curious, keep asking questions. And sometimes when you get a no, it's not a bad thing, it just means not right now and find out why and, and try to get feedback as to why maybe that wasn't the right opportunity for you. But, you know, just go for what you want. Continue to be curious, continue to ask questions and find a support network of people around you that wanna help you because they are there and they, they wanna see you be successful too. So never be shy about that stuff. >><laugh> absolutely. And I always say failure does not have to be an, a bad F word. A no can be the beginning of something. Amazing. Danielle, same question for you. Thinking back to when you first started in your career, what advice would you give your younger self? >>Yeah, I think the advice I'd give my younger self would be, don't be afraid to put yourself out there. Um, it's certainly, you know, coming from an engineering background, maybe you wanna stay behind the scenes, not, not do a presentation, not do a public speaking event, those types of things, but back to what the community really needs, this thing. Um, you know, I genuinely now, uh, took me a while to realize it, but I realized I needed to put myself out there in order to, um, you know, allow younger women to see what they could be. So that would be the advice I would give. Don't be afraid to put yourself out there. >>Absolutely. That advice that you both gave are, is so fantastic, so important and so applicable to everybody. Um, don't be afraid to put yourself out there, ask questions. Don't be afraid of a, no, that it's all gonna happen at some point or many points along the way. That can also be good. So thank you ladies. You inspired me. I appreciate you sharing what AWS and NetApp are doing together to strengthen diversity, to strengthen performance and the advice that you both shared for your younger selves was brilliant. Thank you. >>Thank you. >>Thank you >>For my guests. I'm Lisa Martin. You're watching the AWS partner showcase. See you next time. Hey everyone. Welcome to the AWS partner showcase season one, episode three women in tech. I'm your host, Lisa Martin. I've got two female rock stars joining me. Next Vero Reynolds is here engineering manager, telemetry at honeycomb, and one of our cube alumni, Danielle Ock ISV PSA director at AWS. Join us as well. Ladies. It's great to have you talking about a very important topic today. >>Thanks for having us. >>Yeah, thanks for having me. Appreciate it. >>Of course, Vera, let's go ahead and start with you. Tell me about your background and tech. You're coming up on your 10th anniversary. Happy anniversary. >>Thank you. That's right. I can't believe it's been 10 years. Um, but yeah, I started in tech in 2012. Um, I was an engineer for most of that time. Uh, and just recently as a March, switched to engineering management here at honeycomb and, um, you know, throughout my career, I was very much interested in all the things, right. And it was a big FOMO as far as trying a few different, um, companies and products. And I've done things from web development to mobile to platforms. Um, it would be apt to call me a generalist. Um, and in the more recent years I was sort of gravitating more towards developer tool space. And for me that, uh, came in the form of cloud Foundry circle CI and now honeycomb. Um, I actually had my eye on honeycomb for a while before joining, I came across a blog post by charity majors. >>Who's one of our founders and she was actually talking about management and how to pursue that and whether or not it's right, uh, for your career. And so I was like, who is this person? I really like her, uh, found the company. They were pretty small at the time. So I was sort of keeping my eye on them. And then when the time came around for me to look again, I did a little bit more digging, uh, found a lot of talks about the product. And on the one hand they really spoke to me as the solution. They talked about developers owning their coding production and answering questions about what is happening, what are your users seeing? And I felt that pain, I got what they were trying to do. And also on the other hand, every talk I saw at the time was from, uh, an amazing woman <laugh>, which I haven't seen before. Uh, so I came across charity majors again, Christine Y our other founder, and then Liz Jones, who's our principal developer advocate. And that really sealed the deal for me as far as wanting to work here. >>Yeah. Honeycomb is interesting. This is a female founded company. You're two leaders. You mentioned that you like the technology, but you were also attracted because you saw females in the leadership position. Talk to me a little bit about what that's like working for a female led organization at honeycomb. >>Yeah. You know, historically, um, we have tried not to over index on that because there was this, uh, maybe fear awareness of, um, it taking away from our legitimacy as an engineering organization, from our success as a company. Um, but I'm seeing that, uh, rhetoric shift recently because we believe that with great responsibility, uh, with great power comes great responsibility, and we're trying to be more intentional as far as using that attribute of our company. Um, so I would say that for me, it was, um, a choice between a few offers, right. And that was a selling point for sure, because again, I've never experienced it and I've really seen how much they walk that walk. Um, even me being here and me moving into management, I think were both, um, ways in which they really put a lot of trust and support in me. And so, um, I it's been a great ride. >>Excellent. Sounds like it. Before we bring Danielle in to talk about the partnership. I do wanna have you there talk to the audience a little bit about honeycomb, what technology it's delivering and what are its differentiators. >>Yeah, absolutely. Um, so honeycomb is an observability tool, uh, that enables engineers to answer questions about the code that runs in production. And, um, we work with a number of various customers. Some of them are Vanguards, slack. Hello, fresh, just to name a couple, if you're not familiar with observability tooling, it's akin to traditional application performance monitoring, but we believe that observability is succeeding APM because, uh, APM tools were built at the time of monoliths and they just weren't designed to help us answer questions about complex distributed systems that we work with today, where things can go wrong anywhere in that chain. And you can't predict what you're gonna need to ask ahead of time. So some of the ways that we are different is our ability to store and query really rich data, which we believe is the key to understanding those complex systems. >>What I mean by rich data is, um, something that has a lot of attributes. So for example, when an error happens, knowing who it happened to, which user ID, which, um, I don't know, region, they were in, um, what, what, what they were doing at the time and what was happening at the rest of your system. And our ingest engine is really fast. You can do it in as little as three seconds and we call data like this. I said, kind of rich data, contextual data. We refer it as having high ality and high dimensionality, which are big words. But at the end of the day, what that means is we can store and we can query the data. We can do it really fast. And to give you an example of how that looks for our customers, let's say you have a developer team who are using comb to understand and observe their system. >>And they get a report that a user is experiencing a slowdown or something's wrong. They can go into comb and figure out that this only happens to users who are using a particular language pack with their app. And they operated their app last week, that it only happens when they are trying to upload a file. And so it's this level of granularity and being able to zoom in and out, um, under your data that allows you to understand what's happening, especially when you have an incident going on, right. Or your really important high profile customer is telling you that something's wrong. And we can do that. Even if everything else in your other tools looks fine, right? All of your dashboards are okay. You're not actually getting paged on it, but your customers are telling you that something's wrong. Uh, and we believe that's where we shine in helping you there. >>Excellent. It sounds like that's where you really shine that real time visibility is so critical these days. Danielle, Danielle, wanna bring you into the conversation. Talk to us a little bit about the honeycomb partnership from the AWS lens. >>Yeah. So excuse me, observability is obviously a very important, uh, segment in the cloud space, very important to AWS, um, because a lot of all of our customers, uh, as they build their systems distributed, they need to be able to see where, where things are happening in the complex systems that they're building. And so honeycomb is a, is an advanced technology partner. Um, they've been working with us for quite some time and they have a, uh, their solution is listed on the marketplace. Um, definitely something that we see a lot of demand with our customers and they have many integrations, uh, which, you know, we've seen is key to success. Um, being able to work seamlessly with the rest of the services inside of the AWS platform. And I know that they've done some, some great things with people who are trying to develop games on top of AWS, uh, things in that area as well. And so, uh, very important partner in the observa observability market that we have >>Back to you, let's kind of unpack the partnership, the significance that honeycomb ha is getting from being partners with an organization as potent and pivotal as AWS. >>Yeah, absolutely. Um, I know this predates me to some extent, but I know for a long time, AWS and honeycomb has really pushed the envelope together. And, um, I think it's a beneficial relationship for both ends. There's kind of two ways of looking at it. On the one side, there is our own infrastructure. So honeycomb runs on AWS and actually one of our critical workloads that supports that fast query engine that I mentioned uses Lambda. And it does so in a pretty Orthodox way. So we've had a longstanding conversation with the AWS team as far as drawing outside those lines and kind of figuring out how to use this technology in a way that works for us and hopefully will work for other customers of theirs as well. Um, that also allows us to ask for early access for certain features when they become available. >>And then that way we can be sort of the Guinea pigs and try things out, um, in a way that migrates our system and optimizes our own performance, but also allows again, other customers of AWS to follow in that path. And then the other side of that partnership is really supporting our customers who are both honeycomb users and AWS users, because it's, as you imagine, quite a big overlap, and there are certain ways in which we can allow our customers to more easily get their data from AWS to honeycomb. So for example, last year we built a tool, um, based on the new Lambda extension capability that allowed our users who run their applications in Lambdas to get that telemetry data out of their applications and into honeycomb. And it man was win, win. >>Excellent. So I'm hearing a lot of synergies from a technology perspective, you're sticking with you, and then Danielle will bring you in, let's talk about how honeycomb supports D and I across its organization. And how is that synergistic with AWS's approach? Yeah, >>Yeah, absolutely. So I sort of alluded to that hesitancy to over index on the women led aspect of ourselves. Um, but again, a lot of things are shifting, we're growing a lot. And so we are recognizing that we need to be more intentional with our DEI initiatives, and we also notice that we can do better and we should do better. And to that, and we're doing a few things differently, um, that are pretty recent initiatives. We are partnering with organizations that help us target specific communities that are underrepresented in tech. Um, some examples would be after tech hu Latinas in tech among, um, a number of others. And another initiative is DEI head start. That's something that is an internal, um, practice that we started that includes reaching out to underrepresented applicants before any new job for honeycomb becomes live. So before we posted to LinkedIn, before it's even live on our job speech, and the idea there is to kind of balance our pipeline of applicants, which the hope is will lead to more diverse hires in the long term. >>That's a great focus there. Danielle, I know we've talked about this before, but for the audience, in terms of the context of the honeycomb partnership, the focus at AWS for D E and I is really significant, unpack that a little bit for us. >>Well, let me just bring it back to just how we think about it, um, with the companies that we work with, but also in, in terms of, you know, what we want to be able to do, excuse me, it's very important for us to, you know, build products that reflect, uh, the customers that we have. And I think, you know, working with, uh, a company like honeycomb that is looking to differentiate in a space, um, by, by bringing in, you know, the experiences of many different types of people I genuinely believe. And I'm sure Vera also believes that by having those diverse perspectives, that we're able to then build better products for our customers. Um, and you know, it's one of, one of our leadership principles, uh, is, is rooted in this. I write a lot, it asks for us to seek out diverse perspectives. Uh, and you can't really do that if everybody kind of looks the same and thinks the same and has the same background. So I think that is where our de and I, um, you know, I thought process is rooted and, you know, companies like honeycomb that give customers choice and differentiate and help them, um, to do what they need to do in their unique, um, environments is super important. So >>The, the importance of thought diversity cannot be underscored enough. It's something that is, can be pivotal to organizations. And it's very nice to hear that that's so fundamental to both companies, Barry, I wanna go back to you for a second. You, I think you mentioned this, the DEI head start program, that's an internal program at honeycomb. Can you shed a little bit of light on that? >>Yeah, that's right. And I actually am in the process of hiring a first engineer for my team. So I'm learning a lot of these things firsthand, um, and how it works is we try to make sure to pre-load our pipeline of applicants for any new job opening we have with diverse candidates to the best of our abilities, and that can involve partnering with the organizations that I mentioned or reaching out to our internal network, um, and make sure that we give those applicants a head start, so to speak. >>Excellent. I like that. Danielle, before we close, I wanna get a little bit of, of your background. We've got various background in tag, she's celebrating her 10th anniversary. Give me a, a short kind of description of the journey that you've navigated through being a female in technology. >>Yeah, thanks so much. I really appreciate, uh, being able to share this. So I started as a software engineer, uh, back actually in the late nineties, uh, during the, the first.com bubble and, uh, have, have spent quite a long time actually as an individual contributor, um, probably working in software engineering teams up through 2014 at a minimum until I joined AWS, uh, as a customer facing solutions architect. Um, I do think spending a lot of time, hands on definitely helped me with some of the imposter syndrome, um, issues that folks suffer from not to say I don't at all, but it, it certainly helped with that. And I've been leading teams at AWS since 2015. Um, so it's really been a great ride. Um, and like I said, I'm very happy to see all of our engineering teams change, uh, as far as their composition. And I'm, I'm grateful to be part of it. >>It's pretty great to be able to witness that composition change for the better last question for each of you. And we're almost out of time and Danielle, I'm gonna stick with you. What's your advice, your recommendations for women who either are thinking about getting into tech or those who may be in tech, maybe they're in individual positions and they're not sure if they should apply for that senior leadership position. What do you advise them to do? >>I mean, definitely for the individual contributors, tech tech is a great career, uh, direction, um, and you will always be able to find women like you, you have to maybe just work a little bit harder, uh, to join, have community, uh, in that. But then as a leader, um, representation is very important and we can bring more women into tech by having more leaders. So that's my, you just have to take the lead, >>Take the lead, love that there. Same question for you. What's your advice and recommendations for those maybe future female leaders in tech? >>Yeah, absolutely. Um, Danielle mentioned imposter syndrome and I think we all struggle with it from time to time, no matter how many years it's been. And I think for me, for me, the advice would be if you're starting out, don't be afraid to ask, uh, questions and don't be afraid to kind of show a little bit of ignorance because we've all been there. And I think it's on all of us to remember what it's like to not know how things work. And on the flip side of that, if you are a more senior IC or, uh, in a leadership role, also being able to model just saying, I don't know how this works and going and figuring out answers together because that was a really powerful shift for me early in my career is just to feel like I can say that I don't know something. >>I totally agree. I've been in that same situation where just ask the question because you I'm guaranteed, there's a million outta people in the room that probably has the, have the same question and because of imposter syndrome, don't wanna admit, I don't understand that. Can we back up, but I agree with you. I think that is, um, one of the best things. Raise your hand, ask a question, ladies. Thank you so much for joining me talking about honeycomb and AWS, what you're doing together from a technology perspective and the focus efforts that each company has on D E and I, we appreciate your insights. Thank you so much for having us great talking to you. My pleasure, likewise for my guests, I'm Lisa Martin. You're watching the AWS partner showcase women in check. Welcome to the AWS partner showcase I'm Lisa Martin, your host. This is season one, episode three, and this is a great episode that focuses on women in tech. I'm pleased to be joined by Danielle Shaw, the ISV PSA director at AWS, and the sponsor of this fantastic program. Danielle, it's great to see you and talk about such an important topic. >>Yes. And I will tell you, all of these interviews have just been a blast for me to do. And I feel like there has been a lot of gold that we can glean from all of the, um, stories that we heard on these interviews and good advice that I myself would not have necessarily thought of. So >>I agree. And we're gonna get to set, cuz advice is one of the, the main things that our audience is gonna hear. We have Hillary Ashton, you'll see from TETA there, Reynolds joins us from honeycomb, Stephanie Curry from NetApp and Sue Paris from Jefferson Frank. And the topics that we dig into are first and foremost, diversity equity and inclusion. That is a topic that is incredibly important to every organization. And some of the things Danielle that our audiences shared were really interesting to me. One of the things that I saw from a thematic perspective over and over was that like D Reynolds was talking about the importance of companies and hiring managers and how they need to be intentional with de and I initiatives. And that intention was a, a, a common thing that we heard. I'm curious what your thoughts are about that, that we heard about being intentional working intentionally to deliver a more holistic pool of candidates where de I is concerned. What are your, what were some of the things that stuck out to you? >>Absolutely. I think each one of us is working inside of organizations where in the last, you know, five to 10 years, there's been a, you know, a strong push in this direction, mostly because we've really seen, um, first and foremost, by being intentional, that you can change the, uh, the way your organization looks. Um, but also just that, you know, without being intentional, um, there was just a lot of, you know, outcomes and situations that maybe weren't great for, um, you know, a healthy, um, and productive environment, uh, working environment. And so, you know, a lot of these companies have made a big investments and put forth big initiatives that I think all of us are involved in. And so we're really excited to get out here and talk about it and talk about, especially as these are all partnerships that we have, how, you know, these align with our values. So >>Yeah, that, that value alignment mm-hmm <affirmative> that you bring up is another thing that we heard consistently with each of the partners, there's a cultural alignment, there's a customer obsession alignment that they have with AWS. There's a D E and I alignment that they have. And I, I think everybody also kind of agreed Stephanie Curry talked about, you know, it's really important, um, for diversity on it, on, on impacting performance, highly performant teams are teams that are more diverse. I think we heard that kind of echoed throughout the women that we talked to in >>This. Absolutely. And I absolutely, and I definitely even feel that, uh, with their studies out there that tell you that you make better products, if you have all of the right input and you're getting all many different perspectives, but not just that, but I can, I can personally see it in the performing teams, not just my team, but also, you know, the teams that I work alongside. Um, arguably some of the other business folks have done a really great job of bringing more women into their organization, bringing more underrepresented minorities. Tech is a little bit behind, but we're trying really hard to bring that forward as well to in technical roles. Um, but you can just see the difference in the outcomes. Uh, at least I personally can just in the adjacent teams of mine. >>That's awesome. We talked also quite a bit during this episode about attracting women and underrepresented, um, groups and retaining them. That retention piece is really key. What were some of the things that stuck out to you that, um, you know, some of the guests talked about in terms of retention? >>Yeah. I think especially, uh, speaking with Hillary and hearing how, uh, Teradata is thinking about different ways to make hybrid work work for everybody. I think that is definitely when I talk to women interested in joining AWS, oftentimes that might be one of the first, uh, concerns that they have. Like, am I going to be able to, you know, go pick my kid up at four o'clock at the bus, or am I going to be able to, you know, be at my kids' conf you know, conference or even just, you know, have enough work life balance that I can, um, you know, do the things that I wanna do outside of work, uh, beyond children and family. So these are all very important, um, and questions that especially women come and ask, but also, um, you know, it kind of is a, is a bellwether for, is this gonna be a company that allows me to bring my whole self to work? And then I'm also gonna be able to have that balance that I need need. So I think that was something that is, uh, changing a lot. And many people are thinking about work a lot differently. >>Absolutely. The pandemic not only changed how we think about work, you know, initially it was, do I work from home or do I live at work? And that was legitimately a challenge that all of us faced for a long time period, but we're seeing the hybrid model. We're seeing more companies be open to embracing that and allowing people to have more of that balance, which at the end of the day, it's so much better for product development for the customers, as you talked about there's, it's a win-win. >>Absolutely. And, you know, definitely the first few months of it was very hard to find that separation to be able to put up boundaries. Um, but I think at least I personally have been able to find the way to do it. And I hope that, you know, everyone is getting that space to be able to put those boundaries up to effectively have a harmonious, you know, work life where you can still be at home most of the time, but also, um, you know, have that cutoff point of the day or at least have that separate space that you can feel that you're able to separate the two. >>Yeah, absolutely. And a lot of that from a work life balance perspective leads into one of the next topics that we covered in detail with, and that's mentors and sponsors the differences between them recommendations from, uh, the women on the panel about how to combat imposter syndrome, but also how to leverage mentors and sponsors throughout your career. One of the things that, that Hillary said that I thought was fantastic, advice were mentors and sponsors are concerned is, is be selective in picking your bosses. We often see people, especially younger folks, not necessarily younger folks. I shouldn't say that that are attracted to a company it's brand maybe, and think more about that than they do the boss or bosses that can help guide them along the way. But I thought that was really poignant advice that Hillary provided something that I'm gonna take into consideration myself. >>Yeah. And I honestly hadn't thought about that, but as I reflect through my own career, I can see how I've had particular managers who have had a major impact on helping me, um, with my career. But, you know, if you don't have the ability to do that, or maybe that's not a luxury that you have, I think even if you're able to, you know, find a mentor for a period of time or, um, you know, just, just enable for you to be able to get from say a point a to point B just for a temporary period. Um, just so you can grow into your next role, have a, have a particular outcome that you wanna drive, have a particular goal in mind find that person who's been there and done that and can really help you get through. If you don't have the luxury of picking your manager mentor, who can help you get to the next step. >>Exactly. That, that I thought that advice was brilliant and something that I hadn't really considered either. We also talked with several of the women about imposter syndrome. You know, that's something that everybody, I think, regardless of gender of your background, everybody feels that at some point. So I think one of the nice things that we do in this episode is sort of identify, yes, imposter syndrome is real. This is, this is how it happened to me. This is I navigated around or got over it. I think there's some great advice there for the audience to glean as well about how to dial down the imposter syndrome that they might be feeling. >>Absolutely. And I think the key there is just acknowledging it. Um, but also just hearing all the different techniques on, on how folks have dealt with it because everybody does, um, you know, even some of the smartest, most confident men I've, I've met in, uh, industry still talk to me about how they have it and I'm shocked by it oftentimes, but, um, it is very common and hopefully we, we talk about some good techniques to, to deal with that. >>I think we do, you know, one of the things that when we were asking the, our audience, our guests about advice, what would they tell their younger selves? What would they tell young women or underrepresented groups in terms of becoming interested in stem and in tech and everybody sort of agreed on me, don't be afraid to raise your hand and ask questions. Um, show vulnerabilities, not just as the employee, but even from a leadership perspective, show that as a leader, I, I don't have all the answers. There are questions that I have. I think that goes a long way to reducing the imposter syndrome that most of us have faced at some point in our lives. And that's just, don't be afraid to ask questions. You never know, oh, how can people have the same question sitting in the room? >>Well, and also, you know, for folks who've been in industry for 20, 25 years, I think we can just say that, you know, it's a, it's a marathon, it's not a sprint and you're always going to, um, have new things to learn and you can spend, you know, back to, we talked about the zing and zagging through careers, um, where, you know, we'll have different experiences. Um, all of that kind of comes through just, you know, being curious and wanting to continue to learn. So yes, asking questions and being vulnerable and being able to say, I don't know all the answers, but I wanna learn is a key thing, uh, especially culturally at AWS, but I'm sure with all of these companies as well, >>Definitely I think it sounded like it was really ingrained in their culture. And another thing too, that we also talked about is the word, no, doesn't always mean a dead end. It can often mean not right now or may, maybe this isn't the right opportunity at this time. I think that's another important thing that the audience is gonna learn is that, you know, failure is not necessarily a bad F word. If you turn it into opportunity, no isn't necessarily the end of the road. It can be an opener to a different door. And I, I thought that was a really positive message that our guests, um, had to share with the, the audience. >>Yeah, totally. I can, I can say I had a, a mentor of mine, um, a very, uh, strong woman who told me, you know, your career is going to have lots of ebbs and flows and that's natural. And you know that when you say that, not right now, um, that's a perfect example of maybe there's an ebb where it might not be the right time for you now, but something to consider in the future. But also don't be afraid to say yes, when you can. <laugh> >>Exactly. Danielle, it's been a pleasure filming this episode with you and the great female leaders that we have on. I'm excited for the audience to be able to learn from Hillary Vera, Stephanie Sue, and you so much valuable content in here. We hope you enjoy this partner showcase season one, episode three, Danielle, thanks so much for helping >>Us with it's been a blast. I really appreciate it >>All audience. We wanna enjoy this. Enjoy the episode.

>>Hey everyone. Welcome to the AWS partner showcase season one, episode three women in tech. I'm your host. Lisa Martin. I've got two female rock stars joining me. Next Vera Reynolds is here engineering manager, telemetry at honeycomb, and one of our Cub alumni, Danielle GShock ISV PSA director at AWS joins us as well. Ladies. It's great to have you talking about a very important topic today. >>Thanks for having us. Yeah, thanks for having me. Appreciate it. >>Of course, Vera, let's go ahead and start with you. Tell me about your background and tech. You're coming up on your 10th anniversary. Happy anniversary. >>Thank you. That's right. I can't believe it's been 10 years, but yeah, I started in tech in 2012. I was an engineer for most of that time. And just recently, as of March switched to engineering management here at honeycomb and, you know, throughout my career, I was very much interested in all the things, right. And it was a big FOMO as far as trying a few different companies and products, and I've done things from web development to mobile, to platforms. It would be apt to call me a generalist. And in the more recent years, I was sort of gravitating more towards developer tool space. And for me, that came in the form of cloud Foundry circle CI, and now honeycomb. I actually had my eye on honeycomb for a while before joining, I came across a blog post by charity majors. Who's one of our founders and she was actually talking about management and how to pursue that and whether or not it's right for your career. >>And so I was like, who is this person? I really like her found the company. They were pretty small at the time. So I was sort of keeping my eye on them. And then when the time came around for me to look again, I did a little bit more digging, found a lot of talks about the product. And on the one hand, they really spoke to me as the solution. They talked about developers owning their coding in production and answering questions about what is happening, what are your users seeing? And I felt that pain, I got what they were trying to do. And also on the other hand, every talk I saw at the time was from an amazing woman, which I haven't seen before. So I came across charity majors again, Christine Young, who's our other founder. And then Liz Frank Jones, who's our, our principal developer advocate. And that really sealed the deal for me as far as wanting to work here. >>Yeah. Honeycomb is interesting. This is a female founded company. You two leaders, you mentioned that you liked the technology, but you were also attracted because you saw females and the leadership position. Talk to me a little bit about what that's like working for a female led organization at honeycomb. >>Yeah. You know, historically we have tried not to over index on that because there was this maybe fear or rareness of it taking away from our legitimacy as an engineering organization, from our success as a company. But I'm seeing that rhetoric shift recently because we believe that with great responsibility with great power comes great responsibility. And we're trying to be more intentional as far as using that attribute of our company. So I would say that for me, it was a choice between a few offers, right. And that was a selling point, for sure, because again, I've never experienced it and I've really seen how much they walk that walk. Even me being here and me moving into management, I think were both ways in which they really put a lot of trust and support in me. And so I it's been a great ride. >>Excellent. Sounds like it. Before we bring Danielle in to talk about the partnership. I do wanna have you here, talk to the audience a little bit about honeycomb, what technology it's delivering and what are its differentiators. >>Yeah, absolutely. So honeycomb is an observability tool that enables engineers to answer questions about the code that runs in production. And we work with a number of various customers. Some of them are Vanguards, slack. Hello, fresh. Just to name a couple. If you're not familiar with observability tooling, it's akin to traditional application performance monitoring, but we believe that observability is succeeding APM because APM tools were built at the time of monoliths and they just weren't designed to help us answer questions about complex distributed systems that we work with today, where things can go wrong anywhere in that chain. And you can't predict what you're gonna need to ask ahead of time. So some of the ways that we are different is our ability to store and query really rich data, which we believe is the key to understanding those complex systems. What I mean by rich data is something that has a lot of attributes. >>So for example, when an error happens, knowing who it happened to, which user ID, which I don't know region, they were in, what, what they were doing at the time and what was happening at the rest of your system. And our ingest engine is really fast. You could do it in as little as three seconds and we call data like this. I said, kind of rich data, contextual data. We refer it as having high ity and high dimensionality, which are big words. But at the end of the day, what that means is we can store and we can query this data and we can do it really fast. And to give you an example of how that looks for our customers, let's say you have a developer team who are using honeycomb to understand and observe their system. And they get a report that a user is experiencing a slowdown or something's wrong. >>They can go into honeycomb and figure out that this only happens to users who are using a particular language pack with their app. And they operated their app last week, that it only happens when they are trying to upload a file. And so it's this level of granularity and being able to zoom in and out under data that allows you to understand what's happening, especially when you have an incident going on, right. Or your really important high profile customer is telling you that something's wrong. And we can do that. Even if everything else in your other tools looks fine, right? All of your dashboards are okay. You're not actually getting paged on it, but your customers are telling you that something's wrong. And we believe that's where we shine in helping you there. >>Excellent. It sounds like that's where you really shine that realtime visibility is so critical these days. Danielle, Danielle, wanna bring you into the conversation. Talk to us a little bit about the honeycomb partnership from the AWS lens. >>Yeah. So excuse me, observability is obviously a very important segment in the cloud space, very important to AWS, because a lot of all of our customers, as they build their systems distributed, they need to be able to see where, where things are happening in the complex systems that they're building. And so honeycomb is a, is an advanced technology partner. They've been working with us for quite some time and they have a, their solution is listed on the marketplace. Definitely something that we see a lot of demand with our customers, and they have many integrations, which, you know, we've seen is key to success. Being able to work seamlessly with the rest of the services inside of the AWS platform. And I know that they've done some, some great things with people who are trying to develop games on top of AWS things in that area as well. And so very important partner in the observa observability market that we have >>You back to you, let's kind of unpack the partnership, the significance that honeycomb ha is getting from being partners with an organization as potent and pivotal as AWS. >>Yeah, absolutely. I know that this predates me to some extent, but I know for a long time, AWS and honeycomb has really pushed the envelope together. And I think it's a beneficial relationship for both ends. There is kind of two ways of looking at it. On the one side, there is our own infrastructure. So honeycomb runs on AWS and actually one of our critical workloads that supports that fast query engine that I mentioned uses Lambda. And it does so in a pretty Orthodox way. So we've had a long standing conversation with the AWS team as far as drawing outside those lines and kind of figuring out how to use the technology in a way that works for us and hopefully will work for other customers of theirs as well. That also allows us to ask for early access for certain features when they become available. >>And then that way we can be sort of the Guinea pigs and try things out in a way that migrates our system and optimizes our own performance, but also allows again, other customers of AWS to follow in that path. And then the other side of that partnership is really supporting our customers who are both honeycomb users and AWS users, because it's, as you imagine, quite a big overlap, and there are certain ways in which we can allow our customers to more easily get their data from AWS to honeycomb. So for example, last year we built a tool based on the new Lambda extension capability that allowed our users who run their applications in Lambdas to get that tele, telemetry data out of their applications and into honeycomb and it land was win-win >>Excellent. So I'm hearing a lot of synergies from a technology perspective, you're sticking with you, and then Danielle will bring you in. Let's talk about how honeycomb supports D and I across its organization. And how is that synergistic with AWS's approach? Yeah, >>Yeah, absolutely. So I, I sort of alluded to that hesitancy to over index on the women led aspect of ourselves. But again, a lot of things are shifting, we're growing a lot. And so we are recognizing that we need to be more intentional with our DEI initiatives, and we also notice that we can do better and we should do better. And to that, and we're doing a few things differently that are pretty recent initiatives. We are partnering with organizations that help us target specific communities that are underrepresented in tech. Some examples would be after tech hu Latinas in tech among a number of others. And another initiative is DEI head start. That's something that is an internal practice that we started that includes reaching out to underrepresented applicants before any new job for honeycomb becomes live. So before we posted to LinkedIn, before it's even live on our job speech, and the idea there is to kind of balance our pipeline of applicants, which the hope is we'll lead to more diverse hires in the long term. >>That's a great focus there. Danielle, I know we've talked about this before, but for the audience, in terms of the context of the honeycomb partnership, the focus at AWS for D E and I is really significant, unpack that a little bit for us. >>Well, let me just bring it back to just how we think about it with the companies that we work with, but also in, in terms of, you know, what we want to be able to do, excuse me, it's very important for us to, you know, build products that reflect the customers that we have. And I think, you know, working with a company like honeycomb that is looking to differentiate in a space by, by bringing in, you know, the experiences of many different types of people I genuinely believe. And I'm sure Vera also believes that by having those diverse perspectives, that we're able to then build better products for our customers. And, you know, it's one of, one of our leadership principles is, is rooted in this. I write a lot, it asks for us to seek out diverse perspectives and you can't really do that if everybody kind of looks the same and thinks the same and has the same background. So I think that is where our de and I, you know, I thought process is rooted and, you know, companies like honeycomb that give customers choice and differentiate and help them to do what they need to do in their unique environments is super important. So >>The, the importance of thought diversity cannot be underscored enough. It's something that is, can be pivotal to organizations. And it's very nice to hear that that's so fundamental to both companies, Barry, I wanna go back to you for a second. You, I think you mentioned this, the DEI headstart program, that's an internal program at honeycomb. Can you shed a little bit of light on that? >>Yeah, that's right. And I actually am in the process of hiring a first engineer for my team. So I'm learning a lot of these things firsthand and how it works is we try to make sure to pre-load our pipeline of applicants for any new job opening we have with diverse candidates to the best of our abilities. And that can involve partnering with the organizations that I mentioned or reaching out to our internal network and make sure that we give those applicants a head start, so to speak. >>Excellent. I like that. Danielle, before we close, I wanna get a little bit of, of your background. We've got various background in tech, she's celebrating her 10th anniversary. Give me a, a short kind of description of the journey that you've navigated through being a female in technology. >>Yeah, thanks so much. I really appreciate being able to share this. So I started as a software engineer back actually in the late nineties during the, the first.com bubble and have, have spent quite a long time actually as an individual contributor, probably working in software engineering teams up through 2014 at a minimum until I joined AWS as a customer facing solutions architect. I do think spending a lot of time, hands on, definitely helped me with some of the imposter syndrome issues that folks suffer from not to say I don't at all, but it, it certainly helped with that. And I've been leading teens at AWS since 2015. So it's really been a great ride. And like I said, I'm very happy to see all of our engineering teams change as far as their composition. And I'm, I'm grateful to be part of it. >>It's pretty great to be able to witness that composition change for the better last question for each of you. And we're almost out of time and Danielle, I'm gonna stick with you. What's your advice or your recommendations for women who either are thinking about getting into tech or those who may be in tech, maybe they're in individual contributor positions and they're not sure if they should apply for that senior leadership position. What do you advise them to do? >>I mean, definitely for the individual contributors, tech tech is a great career direction and you will always be able to find women like you, you have to maybe just work a little bit harder to join, have community in that. But then as a leader, representation is very important and we can bring more women into tech by having more leaders. So that's my, you just have to take the lead, >>Take the lead, love it there. Same question for you. What's your advice and recommendations for those maybe future female leaders in tech? >>Yeah, absolutely. Danielle mentioned imposter syndrome and I think we all struggle with it from time to time, no matter how many years it's been. And I think for me, for me, the advice would be if you're starting out, don't be afraid to ask questions and don't be afraid to kind of show a, a little bit of ignorance because we've all been there. And I think it's on all of us to remember what it's like to not know how things work. And on the flip side of that, if you are a more senior IC or in a leadership role, also being able to model just saying, I don't know how this works and going and figuring out answers together because that was a really powerful shift for me early in my career is just to feel like I can say that I don't know something. >>I totally agree. I've been in that same situation where just ask the question because you I'm guaranteed. There's a million other people in the room that probably has the, have the same question. And because of imposter syndrome, don't wanna admit, I don't understand that. Can we back up, but I agree with you. I think that is one of the best things. Raise your hand, ask a question, ladies. Thank you so much for joining me talking about honeycomb and AWS, what you're doing together from a technology perspective and the focus efforts that each company has on D and I, we appreciate your insights. >>Thank you so much for having us great talking to you. >>My pleasure, likewise for my guests, I'm Lisa Martin. You're watching the AWS partner showcase women in check.

>>Hey everyone. Welcome to the AWS partner showcase season one, episode three women in tech. I'm your host. Lisa Martin. I've got two female rock stars joining me. Next Vera Reynolds is here engineering manager, telemetry at honeycomb, and one of our Cub alumni, Danielle GShock ISV PSA director a at AWS joins us as well. Ladies. It's great to have you talking about a very important topic today. >>Thanks for having us. Yeah, thanks for having me. Appreciate it. >>Of course, Vera, let's go ahead and start with you. Tell me about your background and tech. You're coming up on your 10th anniversary. Happy anniversary. >>Thank you. That's right. I can't believe it's been 10 years, but yeah, I started in tech in 2012. I was an engineer for most of that time. And just recently, as of March switched to engineering management here at honeycomb and, you know, throughout my career, I was very much interested in all the things, right. And it was a big FOMO as far as trying a few different companies and products. And I've done things from web development to mobile, to platforms. It would be apt to call me a generalist. And in the more recent years, I was sort of gravitating more towards developer tool space. And for me, that came in the form of cloud Foundry circle CI, and now honeycomb. I actually had my eye on honeycomb for a while before joining, I came across a blog post by charity majors. Who's one of our founders and she was actually talking about management and how to pursue that and whether or not it's right for your career. >>And so I was like, who is this person? I really like her found the company. They were pretty small at the time. So I was sort of keeping my eye on them. And then when the time came around for me to look again, I did a little bit more digging, found a lot of talks about the product. And on the one hand, they really spoke to me as the solution. They talked about developers owning their coding in production and answering questions about what is happening, what are your users seeing? And I felt that pain, I got what they were trying to do. And also on the other hand, every talk I saw at the time was from an amazing woman, which I haven't seen before. So I came across charity majors again, Christine yen, who our other founder, and then Liz Frank Jones, who our principal developer advocate. And that really sealed the deal for me as far as wanting to work here. >>Yeah. Honeycomb is interesting. This is a female founded company. You're two leaders. You mentioned that you like the technology, but you were also attracted because you saw females in the leadership position. Talk to me a little bit about what that's like working for a female led organization at honeycomb. >>Yeah. You know, historically we have tried not to over index on that because there was this maybe fear or rareness of it taking away from our legitimacy as an engineering organization, from our success as a company. But I'm seeing that rhetoric shift recently because we believe that with great responsibility with great power comes great responsibility. And we're trying to be more intentional as far as using that attribute of our company. So I would say that for me, it was a choice between a few offers, right. And that was a selling point, for sure, because again, I've never experienced it and I've really seen how much they walk that walk. Even me being here and me moving into management, I think were both ways in which they really put a lot of trust and support in me. And so I it's been a great ride. >>Excellent. Sounds like it. Before we bring Danielle in to talk about the partnership. I do wanna have you here, talk to the audience a little bit about honeycomb, what technology it's delivering and what are its differentiators. >>Yeah, absolutely. So honeycomb is an observability tool that enables engineers to answer questions about the code that runs in production. And we work with a number of various customers. Some of them are Vanguard, slack. Hello, fresh. Just to name a couple. If you're not familiar with observability tooling, it's akin to traditional application performance monitoring, but we believe that observability is succeeding APM because APM tools were built at the time of monoliths and they just weren't designed to help us answer questions about complex distributed systems that we work with today, where things can go wrong anywhere in that chain. And you can't predict what you're gonna need to ask ahead of time. So some of the ways that we are different is our ability to store and query really rich data, which we believe is the key to understanding those complex systems. What I mean by rich data is something that has a lot of attributes. >>So for example, when an error happens, knowing who it happened to, which user ID, which I don't know region, they were in, what, what, what they were doing at the time and what was happening at the rest of your system. And our ingest engine is really fast. You can do it in as little as three seconds and we call data like this. I said, kind of rich data, contextual data. We refer it as having high ity and high dimensionality, which are big words. But at the end of the day, what that means is we can store and we can query this data and we can do it really fast. And to give you an example of how that looks for our customers, let's say you have a developer team who are using comb to understand and observe their system. And they get a report that a user is experiencing a slowdown or something's wrong. >>They can go into honeycomb and figure out that this only happens to users who are using a particular language pack with their app. And they operated their app last week, that it only happens when they are trying to upload a file. And so it's this level of granularity and being able to zoom in and out under data that allows you to understand what's happening, especially when you have an incident going on, right. Or your really important high profile customer is telling you that something's wrong. And we can do that. Even if everything else in your other tools looks fine, right? All of your dashboards are okay. You're not actually getting paged on it, but your customers are telling you that something's wrong. And we believe that's where we shine in helping you there. >>Excellent. It sounds like that's where you really shine that real time visibility is so critical these days. Danielle, Danielle, wanna bring you into the conversation. Talk to us a little bit about the honeycomb partnership from the AWS lens. >>Yeah. So excuse me, observability is obviously a very important segment in the cloud space, very important to AWS, because a lot of all of our customers, as they build their systems distributed, they need to be able to see where, where things are happening in the complex systems that they're building. And so honeycomb is a, is an advanced technology partner. They've been working with us for quite some time and they have a, their solution is listed on the marketplace. Definitely something that we see a lot of demand with our customers, and they have many integrations, which, you know, we've seen is key to success. Being able to work seamlessly with the rest of the services inside of the AWS platform. And I know that they've done some, some great things with people who are trying to develop games on top of AWS things in that area as well. And so very important partner in the observa observability market that we have. >>Vera a back to you, let's kind of unpack the partnership, the significance that honeycomb ha is getting from being partners with an organization as potent and pivotal as AWS. >>Yeah, absolutely. I Don know that this Predates me to some extent, but I Don know for a long time, AWS and honeycomb has really pushed the envelope together. And I think it's a beneficial relationship for both ends. There's kind of two ways of looking at it. On the one side, there is our own infrastructure. So honeycomb runs on AWS and actually one of our critical workloads that supports that fast query engine that I mentioned uses Lambda. And it does also in a pretty unorthodox way. So we've had a long standing conversation with the AWS team as far as drawing outside those lines and kind of figuring out how to use the technology in a way that works for us and hopefully will work for other customers of theirs as well. That also allows us to ask for early access for certain features when they become available. >>And then that way we can be sort of the Guinea pigs and try things out in a way that migrates our system and optimizes our own performance, but also allows again, other customers of AWS to follow in that path. And then the other side of that partnership is really supporting our customers who are both honeycomb users and AWS users, because it's, as you imagine, quite a big overlap, and there are certain ways in which we can allow our customers to more easily get their data from AWS to honeycomb. So for example, last year, we built a tool based on the new Lambda extension capability that allowed our users who run their applications in Lambdas to get that tele telemetry data out of their applications and into honeycomb and demand was win-win >>Excellent. So I'm hearing a lot of synergies from a technology perspective, you're sticking with you, and then Danielle will bring you in. Let's talk about how honeycomb supports D E and I across its organization. And how is that synergistic with AWS's approach Vera? >>Yeah, absolutely. So I sort of alluded to that hesitancy to over index on the women led aspect of ourselves. But again, a lot of things are shifting, we're growing a lot. And so we are recognizing that we need to be more intentional with our DEI initiatives, and we also notice that we can do better and we should do better. And to that end, we're doing a few things differently that are pretty recent initiatives. We are partnering with organizations that help us target specific communities that are underrepresented in tech. Some examples would be Africa, tech hu Latinas in tech among a number of others. And another initiative is DEI head start. That's something that is an internal practice that we started that includes reaching out to underrepresented applicants before any new job for honeycomb becomes live. So before we posted to LinkedIn, before it's even live on our job speech, and the idea there is to kind of balance our pipeline of applicants, which the hope is will lead to more diverse hires in the long term. >>That's a great focus there. Danielle, I know we've talked about this before, but for the audience, in terms of the context of the honeycomb partnership, the focus at AWS for D E and I is really significant, unpack that a little bit for us. >>Well, let me just bring it back to just how we think about it with the companies that we work with, but also in, in terms of, you know, what we want to be able to do, excuse me, it's very important for us to, you know, build products that reflect the customers that we have. And I think, you know, working with a company like honeycomb that is looking to differentiate in a space by, by bringing in, you know, the experiences of many different types of people I genuinely believe. And I'm sure Vera also believes that by having those diverse perspectives, that we're able to then build better products for our customers. And, you know, it's one of, one of our leadership principles is, is rooted in this. I write a lot, it asks for us to seek out diverse perspectives and you can't really do that if everybody kind of looks the same and thinks the same and has the same background. So I think that is where our de and I, you know, I thought process is rooted and, you know, companies like honeycomb that give customers choice and differentiate and help them to do what they need to do in their unique environments is super important. So >>The, the importance of thought diversity cannot be underscored enough. It's something that is, can be pivotal to organizations. And it's very nice to hear that that's so fundamental to both companies, Barry, I wanna go back to you for a second. You, I think you mentioned this, the DEI head start program, that's an internal program at honeycomb. Can you shed a little bit of light on that? >>Yeah, that's right. And I actually am in the process of hiring a first engineer for my team. So I'm learning a lot of these things firsthand and how it works is we try to make sure to pre-load our pipeline of applicants for any new job opening we have with diverse candidates to the best of our abilities. And that can involve partnering with the organizations that I mentioned or reaching out to our internal network and make sure that we give those applicants a head start, so to speak. >>Excellent. I like that. Danielle, before we close, I wanna get a little bit of, of your background. We've got various background in tech, she's celebrating her 10th anniversary. Give me a, a short kind of description of the journey that you've navigated through being a female in technology. >>Yeah, thanks so much. I really appreciate being able to share this. So I started as a software engineer back actually in the late nineties during the, the first.com bubble and have, have spent quite a long time actually as an individual contributor, probably working in software engineering teams up through 2014 at a minimum until I joined AWS as a customer facing solutions architect. I do think spending a lot of time, hands on, definitely helped me with some of the imposter syndrome issues that folks suffer from not to say I don't at all, but it, it certainly helped with that. And I've been leading teen at AWS since 2015. So it's really been a great ride. And like I said, I'm very happy to see all of our engineering teams change as far as their composition. And I'm, I'm grateful to be part of it. >>It's pretty great to be able to witness that composition change for the better last question for each of you. And we're almost out of time and Danielle, I'm gonna stick with you. What's your advice, your recommendations for women who either are thinking about getting into tech or those who may be in tech, maybe they're in individual contributor positions, and they're not sure if they should apply for that senior leadership position. What do you advise them to do? >>I mean, definitely for the individual contributors, tech tech is a great career direction and you will always be able to find women like you, you have to maybe just work a little bit harder to join, have community in that. But then as a leader, representation is very important and we can bring more women into tech by having more leaders. So that's my, you just have to take the lead, >>Take the lead. Love that various same question for you. What's your advice and recommendations for those maybe future female leaders in tech? >>Yeah, absolutely. Danielle mentioned imposter syndrome and I think we all struggle with it from time to time, no matter how many years it's been. And I think for me, for me, the advice would be if you're starting out, don't be afraid to ask questions and don't be afraid to kind of show a bit, a little bit of ignorance because we've all been there. And I think it's on all of us to remember what it's like to not know how things work. And on the flip side of that, if you are a more senior IC or in a leadership role, also being able to model just saying, I don't know how this works and going and figuring out answers together because that was a really powerful shift for me early in my career is just to feel like I can say that I don't know something. >>I totally agree. I've been in that same situation where just ask the question because you I'm guaranteed. There's a million outta people in the room that probably has the, have the same question and because an imposter syndrome don't wanna admit, I don't understand that. Can we back up, but I agree with you. I think that is one of the best things. Raise your hand and ask a question, ladies. Thank you so much for joining me talking about honeycomb and AWS, what you're doing together from a technology perspective and the focus efforts that each company has on D E and I, we appreciate your insights. >>Thank you so much for having us talking to >>My pleasure. Likewise, for my guests, I'm Lisa Martin. You're watching the AWS partner showcase women in.

(upbeat music) >> Welcome to the AWS start up showcase, theCUBE's premiere platform and show. This is our second season, episode one of this program. I'm Lisa Martin, your host here with two guests here to talk about open source. Please welcome Andrew Backes, the VP of engineering at Armory, and one of our alumni, Ian Delahorne, the staff site, reliability engineer at Patreon. Guys, it's great to have you on the program. >> Thank you. >> Good to be back. >> We're going to dig into a whole bunch of stuff here in the next fast paced, 15 minutes. But Andrew, let's go ahead and start with you. Give the audience an overview of Armory, who you guys are, what you do. >> I'd love to. So Armory was founded in 2016 with the vision to help companies unlock innovation through software. And what we're focusing on right now is, helping those companies and make software delivery, continuous, collaborative, scalable, and safe. >> Got it, those are all very important things. Ian help the audience, if anyone isn't familiar with Patreon, it's a very cool platform. Talk to us a little bit about that Ian. >> Absolutely, Patreon is a membership platform for creators to be able to connect with their fans and for fans to be able to subscribe to their favorite creators and help creators get paid and have them earn a living with, just by being connected straight to their audience. >> Very cool, creators like podcasters, even journalists video content writers. >> Absolutely. There's so many, there's everything from like you said, journalists, YouTubers, photographers, 3D modelers. We have a nightclub that's on there, there's several theater groups on there. There's a lot of different creators. I keep discovering new ones every day. >> I like that, I got to check that out, very cool. So Andrew, let's go to your, we talk about enterprise scale and I'm using air quotes here. 'Cause it's a phrase that we use in every conversation in the tech industry, right? Scalability is key. Talk to us about what enterprise scale actually means from Armory's perspective. Why is it so critical? And how do you help enterprises to actually achieve it? >> Yeah, so the, I think a lot of the times when companies think about enterprise scale, they think about the volume of infrastructure, or volume of software that's running at any given time. There's also a few more things that go into that just beyond how many EC2 instances you're running or containers you're running. Also velocity, count how much time does it take you to get features out to your customers and then stability and reliability. Then of course, in enterprises, it isn't as simple as everyone deploying to the same targets. It isn't always just EC2, a lot of the time it's going to be multiple targets, EC2, it's going to be ECS, Lambda. All of these workloads are out there running. And how does a central platform team or a tooling team at a site enable that for users, enable deployment capabilities to those targets? Then of course, on top of that, there's going to be site specific technologies. And how do, how does your deployment tooling integrate with those site specific technologies? >> Is, Andrew is enterprise scale now even more important given the very transformative events, we've seen the last two years? We've seen such acceleration, cloud adoption, digital transformation, really becoming a necessity for businesses to stay alive. Do you think that, that skill now is even more important? >> Definitely, definitely. The, what we see, we've went through a wave of the, the first set of digital transformations, where companies are moving to the cloud and we know that's accelerating quite a bit. So that scale is all moving to the cloud and the amount of multiple targets that are being deployed to at any given moment, they just keep increasing. So that is a concern that companies need to address. >> Let's talk about the value, but we're going to just Spinnaker here in the deployment. But also let's start Andrew with the value that, Armory delivers on top of Spinnaker. What makes this a best of breed solution? >> Yeah, so on top of open-source Spinnaker, there are a lot of other building blocks that you're going to need to deploy at scale. So you're going to need to be able to provide modules or some way of giving your users a reusable building block that is catered to your site. So that is one of the big areas that Armory focuses on, is how can we provide building blocks on top of open source Spinnaker that sites can use to tailor the solution to their needs. >> Got it, tailor it to their needs. Ian let's bring you back into the conversation. Now, talk to us about the business seeds, the compelling event that led Patreon to choose Spinnaker on top of Armory. >> Absolutely. Almost three years ago, we had an outage which resulted in our payment processing slowed down. And that's something we definitely don't want to have happen because this would hinder creator's ability to get paid on time for them to be able to pay their employees, pay their rent, hold that hole, like everything that, everyone that depends on them. And there were many factors that went into this outage and one of them we identified is that it was very hard for us to, with our custom belt deploy tooling, to be able to easily deploy fast and to roll back if things went wrong. So I had used Spinnaker before to previous employer early on, and I knew that, that would be a tool that we could use to solve our problem. The problem was that the SRE team at Patreon at that time was only two people. So Spinnaker is a very complex product. I didn't have the engineering bandwidth to be able to, set up, deploy, manage it on my own. And I had happened to heard of Armory just that week before and was like, "This is the company that could probably help me solve my problems." So I engaged early on with Andrew and the team. And we migrated our customers deployed to, into Spinnaker and help stabilize our deploys and speed them up. >> So you were saying that the deployments were taking way too long before. And of course, as you mentioned from a payment processing perspective, that's people's livelihoods. So that's a pretty serious issue there. You found Armory a week into searching this seems like stuff went pretty quickly. >> And the week before the incident, they had randomly, the, one of the co-founders randomly reached out to me and was like, "We're doing this thing with Armory. You might be interested in this, we're doing this thing with Spinnaker, it's called Armory." And I kind of filed it away. And then they came fortuitous that we were able to use them, like just reach out to them like a week later. >> That is fortuitous, my goodness, what a good outreach and good timing there on Armory's part. And sticking with you a little bit, talk to us about what it is that the business challenges that Armory helps you to resolve? What is it about it that, that just makes you know this is the exact right solution for us? Obviously you talked about not going direct with Spinnaker as a very lean IT team. But what are some of the key business needs that it's solving? >> Yeah, there's several business things that we've been able to leverage Armory for. One of them as I mentioned, they, having a deployment platform that we know will give us, able deploys has been very important. There's been, they have a policy engine module that we use for making sure that certain environments can only be deployed to by certain individuals for compliance issues. We definitely, we use their pipelines as code module for being able to use, build, to build reusable deploy pipelines so that software engineers can easily integrate Spinnaker into their builds. Without having to know a lot about Spinnaker. There's like here, take these, take this pipeline module and add your variables into it, and you'll be off to the races deploying. So those are some of the value adds that Armory has been able to add on top of Spinnaker. On top of that, we use their managed products. So they have a team that's managing our Spinnaker installation, helping us with upgrades, helping up the issues, all that stuff that unlocks us to be able to focus on building our creators. Instead of focusing on operating Spinnaker. >> Andrew, back to you. Talk to me a little bit about as the VP of engineering, the partnership, the relationship that Armory has with Patreon and how symbiotic is it? How much are they helping you to develop the product that Armory is delivering to its customers? >> Yeah, one of the main things we want to make sure we do is help Patreon be successful. So that's, there are going to be some site specific needs there that we want to make sure that we are in tune with and that we're helping with, but really we view it as a partnership. So, Patreon has worked with us. Well, I can't believe it's been three years or kind of a little bit more now. But it's, it, we have had a lot of inner, a lot of feedback sessions, a lot of going back and forth on how we can improve our product to meet the needs of Patreon better. And then of course the wider market. So one thing that is neat about seeing a smaller team, SRE team that Ian is on, is they can depend on us more. They have less bandwidth with themselves to invest into their tooling. So that's the opportunity for us to provide those more mature building blocks to them. So that they can combine those in a way that makes them, that meets their needs and their business needs. >> And Ian, back to you, talk to me about how has the partnership with Armory? You said it's been almost three years now. How has that helped you do your job better as an SRE? What are some of the advantages of that, to that role? >> Yeah, absolutely. Armory has been a great partner to work with. We've used their expertise in helping to bring new features into the open-source Spinnaker. Especially when we decided that we wanted to not only deploy to EC2 instances, but we wanted to play to elastic container service and Lambdas to shift from our normal instance based deploys into the containerization. There were several warrants around the existing elastic container service deploy, and Lambda deploys that we were able to work with Armory and have them champion some changes inside open-source as well as their custom modules to help us be able to shift our displays to those targets. >> Got it. Andrew back over to you, talk to me, I want to walk through, you talked about from an enterprise scale perspective, some of the absolute critical components there. But I want to talk about what Armory has done to help customers like Patreon to address things like speed to market, customer satisfaction as Ian was talking about, the compelling event was payment processing. A lot of content creators could have been in trouble there. Talk to, walk me through how you're actually solving those key challenges that not just Patreon is facing, but enterprises across industries. >> Yeah, of course, so the, talking to specifically to what brought Ian in was, a problem that they needed to fix inside of their system. So when you are rolling out a change like that, you want it to be fast. You want to get that chain, change out very quickly, but you also want to make sure that the deployment system itself is stable and reliable. So the last thing you're going to want is any sort of hiccup with the tool that you're using to fix your product, to roll out changes to your customers. So that is a key focus area for us in everything that we do is we make sure that whenever we're building features that are going to expand capabilities, deployment capabilities. That we're, we are focusing firstly on stability and reliability of the deployment system itself. So those are a few features, a few focus areas that we continually build into the product. And you can, I mean, I'm sure a lot of enterprises know that as soon as you start doing things at massive scale, sometimes the stability and reliability, can, you'll be jeopardized a little bit. Or you start hitting against those limits or what are the, what walls do you encounter? So one of the key things we're doing is building ahead of that, making sure that our features are enabling users to hit deployment scales they've never seen or imagined before. So that's a big part of what Armory is. >> Ian, can you add a number to that in terms of the before Armory and the after in terms of that velocity? >> Absolutely, before Armory our deploys would take some times, somewhere around 45 minutes. And we cut that in half, if not more to down to like the like 16 to 20 minute ranges where we are currently deploying to a few hundred hosts. So, and that is the previous deployment strategy would take longer. If we scaled up the number of instances for big events, like our payment processing we do the first of the month currently. So being able to have that and know that our deploys will take about the same amount of time each time, it will be faster. That helps us bring features to create some fans a lot faster. And the stability aspect has also been very important, knowing that we have a secure way to roll back if needed, which you didn't have previously in case something goes wrong, that's been extremely useful. >> And I can imagine, Ian that velocity is critical because I mean more and more and more these days, there are content creators everywhere in so many different categories that we've talked about. Even nightclubs, that to be able to deliver that velocity through a part, a technology like Armory is table-stakes for against business. >> Absolutely, yeah. >> Andrew, back over to you. I want to kind of finish out here with, in the last couple of years where things have been dynamic. Have you seen any leading indices? I know you guys work with enterprises across organizations and Fortune 500s. But have you seen any industries in particular that are really leaning on Armory to help them achieve that velocity that we've been talking about? >> We have a pretty good spread across the market, but since we are focused on cloud, to deploy to cloud technologies, that's one of the main value props for Armory. So that's going to be enabling deployments to AWS in similar clouds. So the companies that we work with are really ones that have either already gone through that transformation or are on their journey. Then of course, now Kubernetes is a force, it's kind of taken over. So we're getting pulled into even more companies that are embracing Kubernetes. So I wouldn't say that there's an overall trend, but we have customers all across the Fortune 500, all across mid-market to Fortune 500. So there's depending on the complexity of the corporation itself or the enterprise itself we're able to do. I think Ian mentioned our policy engine and a few other features that are really tailored to companies that have restricted environments and moving into the cloud. >> Got it, and that's absolutely critical these days to help organizations pivot multiple times and to get that speed to market. 'Cause that's, of course as consumers, whether we're on the business side or the commercial side, we have an expectation that we're going to be able to get whatever we want A-S-A-P. And especially if that's payments processing, that's pretty critical. Guys, thank you for joining me today, talking about Armory, built on Spinnaker, what it's doing for customers like Patreon. We appreciate your time and your insights. >> Thank you so much. >> Thank you. Thank you so much. >> For my guests, I'm Lisa Martin. You're watching theCUBE's, AWS startup showcase, season two, episode one. (upbeat music)

>> Live from Barcelona, Spain, it's theCUBE, covering KubeCon CloudNativeCon Europe 2019. Brought to you by Red Hat, the Cloud Native Computing Foundation, and ecosystem partners. >> Hi and welcome back, I'm Stu Miniman with my co-host Corey Quinn, and you're watching theCUBE, the worldwide leader in live tech coverage of KubeCon CloudNativeCon 2019. Happy to welcome to the program a first-time guest, Jeff Brewer, who's the Vice President and Chief Architect of Small Business and Self-Employed Group at Intuit. He's going to talk about your cloud journey. Jeff, thanks so much for joining us. >> You're welcome, I'm glad to be here. >> All right, so, Jeff, the easy part of this is, I think, most of our audience has probably heard of Intuit, but maybe give us that first setting of, you know, the part of the group you're in, and your role, and then we want to get into that journey. >> Yeah, yeah, no, it's great. So, yeah, first of all, thanks for having me here and I'm what's called the Chief Architect of the Small Business and Self-Employed Group. Intuit is about powering prosperity around the world. That's our fairly new mission. And helping both taxpayers with TurboTax and QuickBooks is our other big project. So, think of me as the Chief Architect for the QuickBooks group. And so, mostly for small businesses, helping small businesses survive through their first year, survive and prosper continuing on, so. >> And your charter there, is that the infrastructure there, you're not trying to help the world rid those malicious attacks of like, oh no, I got the new TurboTax and it didn't work well because, disclaimer, you know, I'm not paid, I've used it for many years and it's super easy for me. >> Yeah so, as a Chief Architect, I set the technical direction of the overall QuickBooks franchise both the desktop version which is our older version that, you know, has been around for 20, 25 years, and our QuickBooks Online version, which is about, only about 15 years old and is our SAS offering. And so, I do things like choose technologies that we adopt. I do things like set what are the most important technology priorities whether it's breaking things up into microservices, our cloud strategy, Kubernetes, going to cloud native, all that kind of stuff. >> Okay, so, you are a member of the Technical Oversight Committee, but we're actually going to bring you back a little bit later to talk about that, so, we'll put a pin in that. But give us a little bit as to kind of what led to this journey towards cloud and, you know, all of those pieces that you were just talking about. >> Yes, so, like many other companies with, you know, lots of legacy and lots of code that we've developed over about 35 years of existence, we actually started out in the early 2000's with building our own data centers, right. And it's very expensive, very ambitious, but at the time, there really wasn't a public cloud. But we realized that, you know, putting servers under our desks and stuff like that, you know, we really needed to grow to a more robust data center. And, you know, as we progressed in that journey, we figured out we're not the experts at maintaining and developing all the complicated networking you have to do, reliability, resiliency. We had some outages, this is 10 years ago or so, where a truck drove into a light post outside one of our data centers and took us down for a day. And that's just not acceptable for our customers. The public cloud was just starting out, AWS was a big partner out there, and our CIO, and CEO, met with the AWS executives and really decided that we needed a great partner in public cloud that really was their technical expertise. And so, we began this journey, mostly I would describe it as lift and shift, of technologies and services that we already had. We had to rewrite a few of them to make them actually work with the cloud. But by and large, most of our code is written in Java and that ports pretty well. So, we started on that journey and really right now, we are mostly running in the public cloud. We have a few legacy systems that are still running in our private data centers, but we're planning on decommissioning those. And with the public cloud, a journey we really have seen quite a, improvement in our reliability, our downtime, we can fail over between availability zones, it's just been fantastic from our overall availability, recoverability standpoint. But what we realized during that journey was that the, that the AWS native experience for our developers, while AWS is just an amazing, amazing partner, it wasn't quite the developer experience we wanted. >> It had some sharp edges. >> Yeah, we worked with them on that, and that's why we started looking at cloud-native technologies, things already developed by the community. AWS is part of the community, as well, and so they were extremely supportive in our journey to want to, from the developer experience standpoint, really start to press on these cloud-native technologies. >> Wonderful. As you went down that entire path, whenever a company goes public and they put in their S1 that they're doing some committed level of giant deal with AWS, people immediately chime in with, oh, they could save so much money by building and running their own data centers. How do you stand on that particular perspective? >> So, what's really interesting about our, our public cloud journey, right, it's not necessarily about saving a lot of money, right? And we realized that, you know, Intuit, as a mature company, you know, we're not a start-up looking to shave every little penny off of every little server. What we really want is reliability for our customers, we want awesome operations, and so, the public cloud journey actually hasn't been a huge, huge cost savings, but it has been a huge improvement in all these other levels, so it does amazing things for our customers. And we're looking to cloud native as just another, you know, bump up in that overall thing, where we get immediate mean time to recovery, where things go down, things go wrong, and we get those pods and those services right back up and running. >> Can you elaborate a little bit about the application that you're talking about, like when I first heard you say, you know, we just lifted and shifted there, it's like, oh wait, you know, a lot of times that is when we kind of claw things back because it's costs more than I thought or it didn't run as well as I thought. >> It turns out the mainframe's hard to move because they didn't build an AWS 400 yet, something doesn't happen. >> So, the challenges there, and then, you know, connect the dots with that to what you're calling the cloud native piece of this, as to what your application development looks like. >> So, I'll use QuickBooks Online as an example. Massive property, over four million customers. >> I'm one of them. >> And it started out as a, as kind of our first really big foray into SAS, right? And luckily, at the time we wrote it, mostly in Java. But it was written as this huge, monolithic piece of code, right. And so, millions of lines of code, you can imagine, large memory footprints, all that kind of stuff. And so, during our first, for public cloud, we just looked at, well, we're not going to rewrite these millions and millions of lines of code, but we want to get into public cloud. Lucky for us, EC2 instances, things like that, can run those large memory footprints. But once there, we really started examining, okay, what does this look like as microservices? Because when you have over 400 engineers working on a single code base, imagine what doing a release, a release is a ceremony, right? It's like this huge thing, you have-- >> It takes a many page calendar in order to do those things. >> Exactly, and so, what we really wanted to do is press into the microservices journey and say, okay, what if instead of having this huge oil tanker, you know, driving down the, you know, sailing down the ocean, what if we could be a bunch of speedboats, right, and use that analogy. And that's where cloud native comes in, because that's really what it's meant to do, right? A bunch of independent teams doing dev ops, you build it, you run it, right? You write the code, you run the code. And so, it plays right into to this, this ability to be very agile, give each team, you can imagine at a scale of 4000 engineers, you want little pizza team, you know, to be independent and do their own releases, and not have to coordinate all with each other. >> So, Jeff, which of the, you know, CNTF pieces are you using at Intuit, and I would like you to go in a little bit, you know, Kubernetes, a lot of people, it's like, oh well, I want portability, and it sounds like you're all in, primarily, on one public cloud, so that's probably not the first thing on your list, so, help us understand the landscape from your eyes. >> So, really it's about, it's about developer productivity. So yes, we do have this very good, strong partnership with AWS, and that is our public cloud provider. And so, the cloud-native technology, using, obviously, Kubernetes, obviously, you know, we're running Docker in the background for running the containers and all that infrastructure. We have our own open source called Argo, which we're using for deployments in the community, so we're contributing a little bit back to community, as well. We're using Istio and Envoy as a service match to really secure the interservice communications and support all the routing and whatnot. And we're also leaning very heavily now into serverless technologies, and so, we write our app, QBO or QuickBooks Online, as a stateful application, but we're realizing the power of having these really stateless small functions, and so we want to do that, as well. And the way we look at it as, Lambda is a fantastic technology for something like that, but the developer experience, we want the same developer experience for our containers that we do from our functions, right? And if you really think about it, it's just about deploying, it's how you deploy. Do I deploy into containers and then a pod structure, like in Kubernetes? Or do I deploy to a functions as a service? It should run on the infrastructure, and so, from a developer standpoint, from the end developer that's actually developing the applications and services that our customers are using, we want the declarative infrastructure of Kubernetes, we want the ease of deployment and of operations. You can just imagine a development team not having to learn the huge depth that's behind that Kubernetes, that developer experience is just unbelievable and second to none. And you can imagine these teams sitting around, you know, at lunch time, doing their release, something goes wrong, they're on the call, they're solving the problems for their customers, in fact, doing another release, if there's any problems. And so, that's where we really, really lean in heavily to these cloud technologies, the cloud-native technologies, so we can get even faster at the developers. >> Do you find that making it more accessible and having a consistent developer experience has, I guess, broadened the ability of your developers to iterate more rapidly, or is more about ensuring consistency across the board? In other words, is it a speed value for you or is it more about just consistency, so you can wind-up up-to-point to multiple architectures? >> It's really about both. We see, you know, agility is often confused with speed and velocity, but we see that enabling a developer to release code to production in just a few minutes is extremely, extremely powerful to the overall velocity because what they're more likely to do is they're more likely to experiment, be bold, try new things, and then get immediate feedback for the customer. There's this experimentation loop that you want it to move as fast as possible. And so, not only that, but to your second part about the consistency, for a company like Intuit with 4000 developers, you want mobility in your organizations, and so, you want someone to feel very natural going from one small pizza team to another, and have the same tools, the same deployment architecture, and the same thing, right? So, you're not retraining them on a ton of different technologies. >> Alright, so, Jeff, you know, what could the ecosystem, you know, the partners you're working with, the various ecosystem, what could they do to make your life easier? I mean, the one that comes to mind for me is, you know, today, serverless, you know, Lambda, specifically, and Kubernetes. There are some ways to get them, you know, work at little bit, but, you know, is that top of your mind or are there other things? >> That is actually really top of my mind. We have a lot of teams experimenting with Lambda. We're running huge workloads in Lambda, but we're very much worried about this. If there's teams working on that and it's very, it's very fragmented. Some teams are deploying Lambdas off their laptops, other teams are, you know, using CICD processes. And so, we want that experience to be consistent, secure and everything. And so, as it moves to more production workloads, right, we would really like the Kubernetes and the CNCF Foundation to really have a story about serverless itself. I think it's probably more aptly called functions as a service or running functions. And I think a lot of thing happens is that it's treated as a versus. It's like, oh, I'm going to skip over that containers to Kubernetes thing and go to serverless, because it's versus, right? It's not versus, it's a choice for the developer about what to I want to deploy in functions, in short-running functions, or do I want to deploy in containers? Everything else up to that point is the same. And so, I'd really like to see, and that, as my role on the Technical Oversight Committee, that's something I'm really focused on for the end users 'cause I see that a lot in the end user's communities. They're dealing with the same things that we are on that functions as a service. >> Alright, so, Jeff, before I let you go, Intuit's an award winner, so, congratulations on that. >> Thank you. >> I want final word from you. Talk a little bit about the award and two, talk your peers that might be, you know, they've heard about Kubernetes, but, you know, we're into the, we've crossed the chasm in the majority, but that means there's a lot of people that are still relatively early. What do you recommend to them, what tips would you give them, and start with the award though. >> Yeah, so, we're extremely honored to be the CNCF end user award winner. Our cloud journey has been a really interesting one that came really out of a, also, out of an acquisition that we did of some fantastic Kubernetes experts about 14 of them, a little company called Applatix that had this Argo project. And their mission was to make Kubernetes accessible to the overall community. And by acquiring them, we left their mission the same, but they're really helping Intuit, and we're not selling their, they're helping the community for free, when they were charging before as enterprise customers. And that's something I'd overall recommend for the peers and the companies thinking about going on a cloud native journey is it's about those people that you can find here at the conference, right, about those experts that you can hire, just a few of them, have them come into your company, explain these things, and it turns the entire company around. We now have hundreds and hundreds of teams going through and onboarding, we call it modern SAS, internally, onboarding onto this technology because they started out with that nugget or that kernel. >> Alright, well, Jeff, modern SAS, love the story, thank you so much and thanks for joining us and we will see you later to talk about the TOC. >> Glad to be here, thank you very much. >> Thank you very much. >> For Corey Quinn, I'm Stu Miniman, and that was Jeff Brewer from Intuit, we'll be back with lots more coverage and thank you for watching theCUBE. (dynamic digital music)

>> Narrator: Live from Washington D.C., it's theCUBE. Covering .conf2017. Brought to you by Splunk. >> Well welcome back here on theCUBE. We continue our coverage of .conf2017, we're in Washington D.C. Along with Dave Vellante, I'm John Walls. And Dave, you know what time it is, by the way? Just about? >> I don't know, this is the penultimate interview. >> It's almost five o'clock. >> Okay. >> And that means it's almost happy hour time. So I was thinking where might we go tonight, so-- >> There's an app for that. >> There was, and so I looked. It turns out that the Penny Whiskey Cafe is just two tenths of a mile from here. And you know how I knew that? >> How's the ratings on that? >> We got four. >> Four and half with 52. >> 52 reviews? >> Yeah, I feel good about that. >> Yeah, that's pretty good. That's a substantive base. >> I feel very solid with that one. We'll make it 53 in about a half hour. Of course I found it on Yelp. We have a couple of gentlemen from Yelp with us tonight. I don't have to tell you what Yelp does, it does everything for everybody, right. Zach Musgrave, technical lead, and Chris Gordon, software engineer at Yelp. Gentlemen, thanks for being here. And U can join us, by the way, later on, at the Penny Whiskey if you'd like to. First off, what are you doing here, right, at Splunk? What's Yelp and Splunk, what's that intersection all about? Zach, if you would. >> Sure, well Yelp uses Splunk for all sorts of purposes. Operational, intelligence, business metrics, pretty much any sort of analytics from event driven data that you can really think of, Yelp has found a way, and our engineers have found a way to get that into Splunk and derive business value from it. So Chris and I are actually here, we just gave a breakout session at .conf, talking about how we find strong business value and how we quantify that value and mutate our Splunk cluster to really drive that. >> Okay. >> So, so how do you find value then, I mean, what was? >> It's hard. Chris was one of the people who really, really drove this for us. And when we looked at this, you know I once had an engineer who came up to our team, we maintain Splunk amongst other things, and the engineer said can I ingest 10 terabytes of data a day into Splunk and then keep it forever? And I said, um, please don't. And then we talked a bit more about what that engineer was actually trying to do and why they needed this massive amount of data, and we found a better way that was much more efficient. And then where we didn't need to keep all the data forever. So, by being able to have those conversations and to quantify with the data you're already ingesting into Splunk, being able to quanitfy that and actually show how many people were searching this, how's it being used, what's the depth of the search look like, how far back are they looking in time. You can really optimize your Splunk cluster to get a lot more business value than just naively setting it up and turning it on. >> So you weren't taking a brute force approach, you were smarter about that, but you weren't deduping, you were identifying the data that was not necessary to keep, did I get that right? >> Correct. Yeah, we essentially kind of identified what are highest cost per search logs, which we basically just totaled up how many times each log was searched, and then tried to quantify how much each logs was costing us. And then this ended up being a really good metric for figuring out what we'd want to remove or something that was a candidate for dislodging the data somehow. >> So, you guys gave a talk today. We were talking off camera about pricing, that's not something you guys get involved in, but I would categorize this as sort of how do you get the most out of that asset, called Splunk, right. Is that sort of the >> Exactly. >> theme of your talk, right? >> Yeah. We talk a lot about expected value amongst our team, and in the talk we just gave. And we don't ever think about this as, oh do this so that you can spend less money on Splunk or on your infrastructure that's backing Splunk. Think about is more as we have this right now and we can utilize it more effectively. We can get more value out of what we already have. >> Okay, so, I wonder if we could just talk a little bit about your environment. We know you run on AWS. How does that cloud fit in with Splunk, paint a picture for us, if you would. What does it all look like? >> Yeah, so we have two clusters actually. One is the high value, high quality of service cluster, it's the larger generic, we call it generic prod, and then we have another one, where we kind of have our more verbose, maybe slightly less valuable per log cluster. And this runs on a D2, which is just instant storage. And then the higher performance cluster runs all on a GP2. So it's basically just SSDs. And we also do, we also have four copies of each log and we have two searchable copies of each log, so it's pretty well replicated. >> Dave: Okay, so that's how you protect the data. >> Yeah. >> Is to make copies, in what, in different zones, or? >> Yeah, we have two copies of each log in each availability zone, and then one searchable copy of each log in each availability zone. >> And you guys are cloud natives, all cloud, just out of school and graduate school. So you talked about infrastructure as code. You don't do any of that on-prem stuff, you're not like installing gear. And so it's not part of your lexicon, right? >> No. >> Okay. So I want to do a little editorial thing. Kristen Nicole, our managing editor, sent the note around today saying 101s get the best traffic on the website. So I want to do a little DevOps 101, okay. Even though, it's second nature to you, and a lot of people in our audience know what it is. How do you describe DevOps? Give us the 101 on DevOps. >> Okay so, DevOps is a complicated thing, but and occasionally you see it as like a role on like a job board or something. And that always strikes me as odd, because it's not really a role. Like it's a philosophy moreso. The way that I always see it, is it used to be like pre DevOps, was the software developers make a thing, and then they throw it over the fence, and operations just picks it up. And they're like well what do we do with this, and deploy it, okay, good luck. And so with this result in a sort of an us against them mentality, where the developers aren't incentivized to really make it resilient, or really document it well, and operations and the sys admins are not incentivized to really be flexible and to be really hard charging and move quickly, because they're the ones who are going to be on call for whatever the developers made. DevOps is a we, instead of an us verses them. So for example, product teams have an on-call rotation. Operations and sys admins write code. There are still definitely specializations, but it all comes together in a much more holistic manner. >> Okay, and the ops guys will write code, as opposed to hacking code, messing up your code, throwing it back over the fence, and saying hey your code doesn't work. >> Exactly. >> And then you say well it worked when I gave it to you. And then like you said that sort of finger pointing. >> We are totally done with works on my machine, it's over. No more. >> Okay, and the benefits obviously are higher quality, faster time to market, less food fighting. >> Yup, exactly. In the old model you'd have a new deployment of like a website like maybe once a week or maybe even once a month. Yelp deploys multiple times everyday over and over again. And each one of those is going to include changes from a dozen different engineers. So we need to be agile in that manner, just like with our Splunk cluster. >> I mean you guys are relatively new, four years and two years, perspectively. But these days it's a long time. How would you describe your Splunk journey. Where did it start and where do you want to take it? >> I would say it started, you actually had Kris Wehner on here last year, and he talked a lot about it. He was the VP of engineering at SeatMe. And he kind of got Yelp onto the whole Splunk train. And at that point it was used mostly by SeatMe and everyone at Yelp was like oh this is fantastic, we want to use this. And we started basically migrating it to our VPC. And have generally, we're starting to now get everything going, get all the kinks worked out, and really now we're trying to see where we can provide the most value and make things as easy as possible for our developers to add logs and add searches and get what they need out of it. >> So what kind of use cases are you envisioning, and where are you getting value out of it? >> So we have our operations teams get a lot of value out of it when there's some outage happening. And it's really useful for them to be able to just look at the access logs and see what's going on. And Splunk makes that very easy. And we also get a lot of value out of Yelp's application logs. Splunk has been great for figuring out when something's not right. And allowing us to dig in further. >> So yeah, at the end of the day, as consumers, what does this mean to us, ultimately? Like our searches are faster, searches are more refined, searches are more accurate? What does it mean to me at the end of the day that you're enabling what activity through this technology. >> Dave: Yeah, it'll be more secure? >> Yeah, what does it mean? >> As an end user of Yelp? >> Yes. >> So, I'll give you one example that always sticks out in my mind. So I don't know if you all know this, but you can actually do things like order food via Yelp, you can make appointments via Yelp, even with like a dentist. You can beauty appointments, all sorts of personal services. >> Hair salon came up today actually, when I was looking for a bar. >> Absolutely. That's not supposed to happen. >> Dave: Well that was the Penny Whiskey Cafe. >> You never know, but what ever's next door I don't know. >> Can you get a haircut while you drink? >> Hair salons in the District are pretty impressive. >> I wasn't planning on it, no. But anyway, I'm sorry. >> Anyway, so we work with a lot of external partners to enable all these different integrations, right. So you press start order, and then eventually you see the menu, and then you add some stuff to your cart, and then you have to pay. And so if you haven't given us your credit card information yet, then you have to enter that, and that has to go to a payment processor, the order of course has to go out to the partner who's going to fulfill your order, and so on. So there's this pipeline of many different micro services plus the main Yelp application, plus this partner who's actually fulfilling your order, plus the payment processor, and so on, and so on. And it ends up with this really complicated state machine. So the way that actually works under the hood, to be very simplistic, is there's a unique order identifier that is assigned to you when you start the order. And then that passed through the whole process. So at every step in this process a bunch of events are emitted out of the various parts of the pipeline and into Splunk, where they're then matched to show that your order is progressing. And the order didn't get stuck. Because you know what's really sad is when you order food and it doesn't show up. So we really have to guard against that. >> Yeah, we hate that. >> Yeah, everybody does. So it's really important that we're able to unify this data, from all these different places, Splunk's really great for that, and to be able to then alert on that and page somebody and say hey, something's not quite right here, we have hungry folks. >> So while I have the smartest guys that we've interviewed all week here, you mentioned, >> Please. You mentioned, aw shucks, I know. You mentioned state machine. Are you playing around with functional programming, so called server lists, probably don't like that word either, but what are you doing there? Are you finding sort of new applications in use cases for so called server lists? >> I would say not so much. I don't know, is anyone at Yelp doing that? >> Yeah, there's some Lambda stuff going on. Like core back end is doing that work right now. A lot of our infrastructure is actually build up before the AWS Lambdas were a thing. So we found other ways to do that, and we have this really cool internal platform as a service, it's a docker, and some scheduling stuff on top of that. So a lot of things, like it's really easy to just launch a batch job in there. And it takes away some of the need for the true server lists. >> Well the reason I ask is because people are saying a lot of the state list IoT apps are going to use that sort of Lambda or homegrown stuff. And I'm not sure what the play is for Yelp in Internet of Things. I would imagine there's actually a play there for you guys though, and I'm curious as to the data angle, and maybe where Splunk might fit in. >> I'm certain that we're going to be using Splunk to read data from all of those different components as they're being launched. I know that there's been a couple early forays into the Lambda space that I've seen go by in code reviews and everything. But of course, with Splunk itself we can get data out of those. So as that happens, like we already have all our pipe lining set up. And it'll be pretty easy for them to analyze their self with Splunk. >> What gets you young folks excited these days? What keeps you enthralled and passionate? What do you look for? >> I don't know I think just in general anything that empowers you to get a lot done without having to fight it constantly. And general DevOps tools have been getting really good at that recently. And yeah, I would say anything that empowers you, gives you the feeling that you can do anything really. >> Yeah, all of the infrastructure is code stuff that's going on right now. So one of the pipelines that we use to get data out of Amazon S3, but it passes notifications through this S3 event notifications to Amazon SNS, to Amazon SQS, to our Splunk forwarders. And so that's a very complicated pipeline. And you have to set it all up, it works really well, but here's the cool part. That's all defined in code. And so this means that if you set up a new integration there's a code review. And we have some verification and validation that it's correct. And furthermore, if anything goes wrong with it, we can just hit a button and it recreates itself. That's what gets me happy. When tools get in my way that's not so good. >> Well and it just leaves more time for higher value activities and that's exciting. the transformation in infrastructure over the last five years has just been mind boggling. So, thanks you guys. >> It does. It does give me a lot of pleasure when something can go catastrophically wrong, and then just like, oh wait, it's self healing, all it can take is give three plays fine. And we're all dandy. >> Well to Dave's point, while I was off camera I did a search on the two smartest guys in the room. And it said one is six feet away the other one is seven feet away, so Yelp works, I mean it really does. But thanks for the time. It's been interesting. Next generation, right? So far over us. >> Yeah, I know. It's kind of depressing, but I love it. (laughing) >> Very good, thanks guys. >> Thank you so much. >> Back with more, here on theCUBE at .conf2017. We are live, Washington D.C. >> Dave: I've kind of had it with millennial. (upbeat music)