(upbeat techno music) >> From San Francisco, it's theCUBE. Covering Sumo Logic Illuminate 2018. Now, here's Jeff Frick. >> Hey welcome back everybody, Jeff Frick here with theCUBE. We're at Sumo Logic Illuminate, at the Hyatt, at the airport in Burlingame. We're excited to have, from Virgin Money Digital Bank, two great guests, we love to get customers on, Andy Makings, he is the head of Cloud operations, Andy, good to see you and Julian Howe, head of Cloud Business Office. >> Hi >> So welcome gentlemen. >> Thank you. >> Great to be here. >> How're you liking the weather? >> It's great. >> Improvement already. (laughing) >> Improvement already, alright. So let's jump into it Virgin Money Digital Bank, what is that exactly? >> Yep. >> Do you want to take that? >> Oh okay, I've been there longer, yeah. 2017, start of 2017, they decided to build a completely new digital bank, for Virgin Money, as an offshoot to the core bank, Virgin Money Brand, using the same banking license with our partner, TenX Future Technologies in London. So building a bank from scratch, whole new business model, data driven, data analytics, Big Data DevOps Agile, whole new business model completely. >> So just starting in 2017 so, you're still pretty early on the journey? >> Yeah, so still in the build phase, pilot phase, and then go live next year. >> So A, what are the key drivers to that decision? That's a pretty innovative decision, which doesn't surprise us, right? Virgin always seems to be kind of out on the leading edge but, when the conversation happened, what is a hundred percent digital bank? How is that different than a traditional bank, besides obvious things, like branches, but, what are some of the motivations, some of the attributes? >> I think they wanted to leverage the brand, of course, Virgin, 'cause there's a lot of new digital bank start ups, which they're competing against. So they thought , let's do it from scratch, let's do it how we want it, make it truly focus on data, driving customer value through the data. And they thought, we can compete because we've got this big Virgin Digital Brand, that we can really use to get customer base. >> Right. >> Yeah, so I think that was the big driver, compared to what they're currently doing, with the bank, the core bank, and what they want to do with the brand new bank. >> Wow. But it's not co-mingled so you're not leveraging existing data, existing clients, or all those things, or are you seeing kind of a transfer over? >> Eventually we may, but that's the future. Yeah, the first thing is to launch the digital bank and then we'll see where the Big Data platform, that we're putting in, drives. Yeah, it makes sense to economies of scale to obviously migrate the rest of the customers. >> So when does it launch, what's the timeframe? >> 2019. >> 2019? >> Yeah, absolutely. >> Okay, so you're here at Sumo Logic, what role is Sumo playing in this big project? >> Well, so from my perspective, so I'm looking at, so Andy's been involved in, as he said, for the last 12 months, in terms of building the new platform, really making sure that we're bringing on the bleeding edge technologies, and tech partners and, certainly from my perspective, it's around making sure that I understand who we're going with, what technologies we're using, and how we can utilize those technologies, going forward, to really make sure that our customers are getting the best service from the new digital proposition. >> Right. >> And Sumo Logic is absolutely part of that. >> And are you building your own cloud eco system, in the back, or are you using one of the public clouds? >> Yeah, I'm using Amazon, Amazon public cloud. >> Using Amazon public cloud. >> Yeah, so my team's responsible for building the Big Data platform, TenX Future Technologies are responsible for building the API based banking platform, and then we take streams of data into the data and analytics platform that we're building. So Sumo, obviously, is our logging platform, and we'll then use more and more features of Sumo as they release, so, logging initially, everything goes into Sumo, for the whole of the Amazon platform that we're building, and the data lake, and then what we'll do later on is we just started beta work to do the SIM implementation for security and then we're revolutionizing the SOCs, security operation center, as well to be cloud based, sort of driven because, obviously traditionally, we've been hosted in data centers. >> Right, so you're using it now as part of your build-out process, but then you'll be using it again obviously in your operations as well. >> Absolutely. And yeah and some of the messaging out from this morning with the keynote around just the business intelligence and customer metrics and data that Sumo Logic can almost sort of draw in and present back. >> Right. >> I think that's really powerful. >> Right, are there certain kind of customer features that you look forward to offering that you just can't do in the traditional bank or is it more a lot of kind of marginal improvements because you've got the data? >> It's more the agility, I think. >> Yeah. >> Agility of build. Agility of delivering new business features so it's business driven. As I say we're doing proper DevOps, proper agile across the business in the new digital bank. >> Right. >> Whereas before it's more traditional in the core bank, as we call it. >> Right. >> So it's silos of teams, sand storage, yeah, systems administrators, legacy, so. >> And it is, yeah, that transition into a digital business, as well so how we're set up and how we're aligned, not just the technologies that we're looking to use and the companies we're looking to partner with. >> Right, so on the data driven, you know, being a data driven company in this new bank, I'm fascinated by some of the financing options that are there now, I mean these are some of the pure digital plays that you've been talking about where they're making loan decisions based on some really strange factors that you would think, no way could you make this loan based on a traditional kind of analysis, you would never do it. >> Yep. >> And yet they're pulling some data somewhere that's telling them that this is actually a good loan, so I assume those are the types of things you're looking forward to? >> Yeah, of course. So when we take the feeds from obviously TenX, the platform that TenX is providing with the new customers but you also take feeds from the existing data warehouses, yeah and then we build business models on top of that in the data lake with the data science team and they then get pushed back in to feed scoring models and things like that across the digital platform. And that will just grow and grow. There'll be more and more models as the business gets more mature. >> Right, any super big hurdles that you didn't anticipate that you got to get over to make this happen? >> Technically no, I think more about business transformation. Yeah, we're still part of a bigger bank that holds a bank licensing so a lot of it's around education of cloud, public cloud so that's been key, we've done quite a lot of presentations to the core bank. Especially around the security teams and managing expectations and what they need to look at and how dynamic. We're using LAMDA a lot, so they've got to get their head around how all that works and yeah, what they're doing with that and how dynamic it is. We can spin out thousands of servers in minutes. That's been a bit of a hurdle. >> Right. >> But I think we're getting there and I think the next few months as we build more of the platform we'll definitely get there better. >> Yeah. >> And I think you hit the nail on the head around agility. It's being agile enough and being able to keep pace with, this, the innovation you see with companies like Sumo Logic. >> Right so it's like the parent Virgin Bank kind of looking over the shoulder, going, hey, hey, hey, what're you got? How do I get some of that? >> No, they're fully involved, obviously. They're excited, same as we are, by the prospect of what we're doing because it should drive more customers. >> Well I was going to say, is there going to be some spillover, I would imagine, in terms of innovation and features and those types of things as well? >> Yeah. >> I know already some of the tools we're putting in, we've gone through the pain of going past the security validation and put in, they're now looking and go, well actually that's really useful for hybrid cloud if you want to move some of the existing workloads into public cloud. If we want to, say, leverage marketing or leverage log platforms or leverage monitoring platforms? >> Right. >> As well as the automation we're putting in, we can easily, all the designs have been built to bring in other business units and business areas within the current business. >> Yeah, I'm curious was there push back on using a public cloud for this all 100% digital bank? How did that decision finally get sorted out? I mean, I think generally we're past it for a lot of people obviously in our business but I would imagine, there's still some stodgy guys that are, you know, wearing very expensive suits in mahogany row that are probably like, are you kidding me, you know? >> Yeah, there's still a lot of compliance to sort out. Obviously we've done some, there's more to do as we go nearer to production. >> Yeah. >> There's been some hurdles, we'd be lying if we said there wasn't. >> Right. >> But there's definitely been some hurdles but I think we're getting there and of course, other additional banks have done it in Amazon as well. >> Exactly. >> You're following that model and you need to get through the regulatory compliance. >> And it's about having, making decisions based on facts and there's increasing numbers of facts around how secure and how successful and the benefits that cloud platforms give you. >> Right, it took a while for the facts to kind of out weigh the hype, right? Not so much the hype but the scare. >> The scare is thing, yeah, once you can show, you know we did a BAC late last year to show that we could do it and it was secure and it went through more pen testing than most of the current products would go through, purely because of that scare. >> Right, right. >> They were scared of going to public cloud. >> Interesting. >> Yeah. >> So when again is the anticipated launch date? I won't hold you to it, I'm not-- >> Yeah, 2019. >> Yeah so next year. >> 2019, yeah. >> Yeah, 2019. >> Sometime between January 1 and December 30th? >> Yeah, yeah. (laughing) >> I think it's Q1, I think officially it's Q1. >> Alright. >> Early rather than late. >> Early rather than later, yes. >> It's a great story, I mean an old bank coming out with 100% digital bank. >> Yeah. >> It'd be an interesting story to watch unfold, we'll look forward to it. >> Absolutely. >> Yeah, thank you. >> Alright Andy, Julian, thanks for taking a few minutes of your day and I hope you enjoy the rest of your time almost in San Francisco, you got to get up there, at least one, right? >> Yeah, we're going to try to go there, yeah. >> Alright he's Andy, he's Julian, I'm Jeff. You're watching theCUBE. We're at Sumo Logic Illuminate 2018. Thanks for watching. (upbeat techno music)

>> Announcer: Live from Las Vegas, it's The Cube, covering AWS re:Invent 2017 presented by AWS, Intel, and our ecosystem of partners. >> Hey, welcome back everyone. Live here in Las Vegas, the Cube is covering exclusively the AWS re:Invent. We've got two sets. This is set one, set two behind me. We're here with a startup called Zettabytes, Rishi Yadav, Cube Alumni CEO, and Sudhir Janir, CTO. Hot new start-up, Zettabytes. Formerly, you're an entrepreneur, your other company's still going, Info Objects. Welcome back. >> Thanks for having us here. I dont know it's the seventh time, eighth time? I mean, we love Cube guys. Yes, so Info Objects is the mothership and doing really, really great, and today we are launching Zettabytes, which is our hybrid cloud, cloud integration platform. We are starting with AWS, and then it's going to have integration for the clouds. >> So start-ups are impacted, and we were talking yesterday about kind of a demarcation line between a point in time. I say 2012, maybe you can say 2014, if you were born before 2012 or 2014, you probably didn't factor the cloud as large scale as it is. But after that day, you're a new born start-up, you look at the cloud as a resource, an opportunity, so what's your perspective as an entrepreneur, a serial entrepreneur, you start a company, you look at the big beast in Amazon, opportunity, challenge, what's your view? >> So actually 2014 was an inflection point for two things. Number one is that the big data, big data, it started with the hyper scale companies, and at that time, you're talking about Facebook, and Yahoo and other places, but it was not enterprise-ready. And we suddenly saw the option. John, you have been following the big data directly from the, I think the cloud data basement days, right? So in 2014 it got a better option. And the things like security and governance, which were offered not much concern earlier, it became front and center. Another thing which happened was around 2014, 2015, timeframe, the public cloud, which were for eight, nine years, essentially AWS, that was about 70 start-ups about saving money for them. That also started getting an option, and the enterprise, and when you're talking about enterprise, there you cannot tell them that if you deploy 10 servers on AWS, it's going to save you $200,000. They would say you already have $500 million spent. We have these huge data centers, so they needed some more value than that. >> How about your company Zettabytes, so you're launching a new company, what is it, what does it do, why are you starting it? Take a minute to explain what you're doing. >> Yes, absolutely. So the Zettabytes idea came from this convergence of the big data, public cloud and IOT. And market is ripe for it, and the challenge was that we talked to a lot of customers, a lot of them have already started working in the cloud, and some of them were planning to start the journey in the cloud, and the challenge was that at the same time they also wanted to build a big data link, Andy talked about it a lot today, right, assuming the largest big data lake. So now the question was that do you really want to go the old school route in which you are using Hadoup and other services around it, and then you do lift and shift to AWS? And then you transform to PAS. So you spend one and a half, two years in doing Hadoup, and then you spend another one and a half, two years, doing the PAZ, that cloud-native transformation in a better way. And then realize that whether the clients are on AWS today, or they are going to be in one year, they need the same experience, the same cloud experience, the same AWS experience which they have on their AWS, they want on-prem. Now that includes the other cloud-native APIs, but also the agility and everything else. >> So let met ask Sudhir a question. So you're the CTO. I know you're technical too, so I have both of you. So the old days, I'm a developer, I have my local host, I'm banging away code, and then I go, okay I'm done. And I say, ship to the server for QA or whatever. And even the cloud. Businesses want that same kind of functionality on premise. They want to go to the cloud, so all the developers are changing, they want that local host like feel. They don't wanna have to write code, ship it to a server, put it through the cloud, they just want instant integration to Amazon. Is that what you're doing? >> Yeah. >> Did I get it right? 'Cause that seems what I think you're doing. >> Yes, you develop that seamless experience. So you have the same set of APIs, which you normally would do on AWS, so still use the same data, still use the same data blue CLI. Use all data blue APIs, we're accepted those APIs on this platform, build a good base, based on those APIs, now using Kubernetes, you decide where this workload will go. >> So one of the challenges of AWS though is that they release services like constantly. I think we had the announcer at the keynote today, it was like another hundred or so services that they were releasing. So how do you choose which ones? Do you support all of them, or do you focus on specific ones? >> No, first we are focusing on a few specific ones, which are mostly being used. We are starting with Lexi, for example, as three. Lamda, Kenesis, Kafka, and this bargain is DFS are there from day one also. And all of these are Lexi, we are doing Lexi, today official announcement, they have launched Kubernetes Now. Container management service. We have that flexibility from day one only. So we have that in our outlines, and using that, even for example, your workload says, some of the piece should run on that, on Lexi, on permalines. Some of the P should go to the cloud, that is also possible. >> So you're selling an appliance. >> Yeah, yeah. The one million Lexi, or Kubernetes million might run on the AWS, few of the menus might run on your uplines, you can easily Lexi's do the all the container management. >> This is model, they pay for the box, or is it a service? Or they get the box as part of a service? What's the business model? >> So we do both, so it's a (mumbles) format, as well as an appliance, so the beauty of appliances is that everything is already optimized for you, so that makes it very easy. But if a customer has a chosen hardware platform, and we can definitely deploy it on that also. And adding to the hunter services thing, I think that's a great point, that AWS has so many services now that can you really go and figure out which services are most optimized for your needs? So that's where you need a partner on prem-site, and that's what we are going to be, and another thing as Sudhir mentioned, the EKS which they announced today, Kubernetes, so you have Kubernetes on-prem, AWS is supporting Kubernetes, and we are also supporting Kubernetes, so if you want closer to that level, it's completely seamless. >> And you were saying before, your target is enterprise has been good, so the appliance delivery model and the simplicity of being able to manage a lot of different services. Clearly being able to manage things at scale is something that enterprisers are crying out for because otherwise I have to, AWS is great, if you wanna hand build everything yourself, it has all of those components that you can assemble like Lego, but if I'm an enterprise, I want to be able to do that at scale. Humans don't scale very well, so I need some technology to help with that. So it sounds like you are actually providing the leverage to get enterprise humans to be able to manage AWS. Is that a fair characterization? >> Absolutely, that is definitely a very important aspect of it, and another aspect of it is that if you do not want to have some workloads on AWS for one thing or another. IOT workloads by definition cannot be on AWS. Low intensive workloads. They cannot be on AWS. In the same way the workloads in which you need some actual level of security. So within your data center, as much as beat down the data center piece, you have your own security and governance. And you can do that, and that's coming back to your question that are we going to support all hundred services, yes, but the local execution we have only going to provide for some services, which by their very nature make more sense to learn on-prem. >> Yeah, keep the core services. >> Rishi: Core services. >> All right so how do you guys gonna sell this product, take us through the start-up situation, you're here, are you talking to customers? Why are they are buy you? What's the conversations like? When do they need you? Take us through your conversations here at re:Invent. >> Yeah, so before that, the AWS has been super successful for the green field applications. The new applications, the applications which are born in the cloud, but when it comes to transforming the existing application it becomes a big, big challenge. So a lot of customers are coming to us, they are interested in how I can seamlessly transform their-- >> John: What's an example workload? >> So the example workloads for us is going to be the big data workloads. Which we have specialized in for last so many years. So one of them can IOT. Sudhir, probably you can explain what that is. >> So that example could be for example from today's keynote, if you see Expedia case, or Lexi Goldman Sachs case, they spend a lot of time in converting their code to the AWS specific-word, right? Millions of lines, or billions of lines of code. What we are doing today, if you dealing with the application, tomorrow it could be future ready for AWS. It's more convenience, we are actually modeling your experience with AWS. >> So it's making for enterprisers to make that transition from what they're doing today across the cloud, because that's a big deal for them. >> Tomorrow when you are Lexi, then you go to AWS, your data will decide whether you want to earn your workload on our plans, or AWS. >> Okay, so your market is hybrid cloud, basically. People doing hybrid cloud should talk to you guys. >> Yeah, and code would be future proof. What you you are you developing today-- >> John: All right so is the product shipping? >> Yes, so we are in the early beta stage, we already have five beta customers. And the product is going to be ready in a week's time. >> So data now. >> Yeah, yes. >> Yeah, these guys are ready already. >> Open beta, restricted beta? >> It is going to be restricted beta for now. Then it's going to be open beta, so yes, we are going to five more customers in the next two months for the beta. >> Take a minute to explain the type of customer you're looking for. Are they all field spots, any more, you have five more spots, you said? >> Yeah, we have five more spots for the beta. >> John: Who are yo looking for out there? >> Any large enterprise which is planning to move to AWS, but are struggling with all the nitty gritties, looking at the hundred services, and how do you integrate your existing applications there. So how you could take baby steps, like so we are going to not just take that baby steps, but sprint through it, so that's what Zettabytes plans is for. >> Rishi, congratulations on the new start-up, launching here, Zettabytes, open beta, five more spots left. Check 'em out, Zettabytes, if you're doing hybrid cloud or true private cloud, they have five spots available. It's The Cube, bringing all the action, the start-up action here and also the conversations at re:Invent. I'm John Furrier, Justin Warren. We're back with more after this short break. (electronic jingle)

>> Announcer: Live from Las Vegas, it's theCube, covering the AWS re:Invent 2017 presented by AWS, Intel, and our ecosystem of partners. >> Welcome back, everyone. Here, in Las Vegas for TheCUBE's exclusive coverage of AWS re:Invent 2017 Amazon Web Service's Annual Conference. It's a zoo every year. Forty-five thousand people. Just seven years ago they couldn't get 4000 people to come, now the business exploding. Eighteen billion dollars of infrastructure, completely changing the game. I'm John Furrier. Our next two guests are Josh Stella who is the CEO of Fugue and Peter O'Donoghue, vice president of application services at Unisys Federal. Guys, welcome to theCUBE. Welcome back. >> Thank you. Welcome to theCUBE. >> Thank you, John. >> So you guys are in the heart of it. We've talked many times about the DevOps ethos at the Amazon public sector event. Man, it's a changing of the guard happening in front of our eyes. >> Peter: Absolutely. >> Seeing a whole new way of re-imagining how to deploy services in kind of the old school infrastructure world. But now taking over the applications. This is disruption. Share some insight, what's going on? >> Well, actually I really appreciate your lead in because, we're seeing like lots of big patterns happening at the same time, particularly with, my business that I look after, that I look at, is the federal sector. And actually, I think in the precursor we were talking about federal used to be slower and more staid. And that's still true in some cases, but actually the rate of acceleration is really taken off, but I think the big patterns we're seeing is you know, the CIO who looks at the Cloud as compute, network, and storage, that CIO is alive and well, and actually we sell and we provide managed services to that type of business. But we're seeing kind of like a greater focus and greater concentration on folks who actually want, they see the Cloud as really kind of an inflection point to break with tradition and actually to be able to consume native services, so they can actually affect and bring mission outcomes more effectively. In my own experience I've seen like two mission customers in a space of months to be able to solve like really serious problems and significant problems that they faced, but they wouldn't have been able to do it without being able to access RDS or ELB or Lamda, and these are becoming like the essential building blocks, the Lego blocks, if you will, of building modern Cloud native applications. >> So you're saying they solved the problem that was unique right there on the spot, which is great, you know, good job Cloud. But the question really is, would that ever have been solved in the old model? They would have been probably in a room arguing over architecture. I mean a lot of this is about looking at a solution, jumping on it, making it happen, not sitting in a room arguing. >> That's right. >> Get RFP out there. >> Josh: Yeah, exactly. Well, I think a lot of this has to do with infrastructure and policy as code. Because if you can express these thing as code, you can try things in an hour or two, instead of having to go through the RFP, sit on a whiteboard, waterfall design it. You can experiment without fear of failure because the costs are so low. And that's also bleeding over into public sector as well. >> I heard a quote this morning, I'll share it with you. I know it's a public sector kind of quote. The guy was up onstage really presenting how he transformed his entire, you know, I won't say the name to protect the innocent, but it was pretty massive transformation. He goes, "We couldn't use Amazon a few years ago because it was too cool." Meaning it's new. So the government's kind of like, well, you know, it's not yet tested, security. And security's always been the issue for this one group. He goes, "But now it's not cool to use it, so we can use it." Meaning, it's proven. So, it's kind of the opposite. When it's boring it's cool. When it's boring it must be good. Kind of a federal mindset, I won't try to pitch into the whole federal too much there, but the reality is tried, proven, tested, certified. There are some serious things that have to go on in both enterprise and now on federal. Amazon is continuing to move the needle while doing the heavy work. I mean, that's hard. So once they break through that, then you got the creativity going on. So take us through where we are in this, because the GovCloud is pretty disruptive. How far are we in the Cloud game in you guys' opinion of that getting the job done, checking the boxes of the certifications. I know there's FedRAMP, there's a bunch of other stuff. Is that mostly done right now? I mean how much more work is needed before everyone goes, okay Cloud is the standard? >> Well actually, (mumbles) >> Well let me try to answer, and I think Josh'll have an opinion on, too. Is I think the FedRAMP certification, I think, has been, I would say, probably if not the single most, one of the most important kind of factors in amplifying or accelerating Clouded option in the federal government. And actually, we've also seen that manifest in the state and local markets as well. Which is, we don't really have an equivalent, but if you're on FedRAMP, that's definitely good enough for us. That has become the defacto standard. But we find, though, is, and actually this is where, we really appreciate a product like Fugue, is actually folks find that, I mean actually, you asked about like major patterns or major trends. Like another major trend that we see, and actually I'll kind of come back to your question is, is that there's a significant shortage in talent and knowledge and skills to be able to manage the Cloud, and actually it's such a phenomenally different kind of mindset, so, like to properly govern and manage the Cloud, is actually a really difficult thing. So, you know, >> Good point. >> As a tradition, we got a lot of managed service provider business in our history. And if you look at, say Amazon, you know some folks would look at it as almost an existential threat. But in fact, we don't. It just means that you need to move into a different place in the stack to add value. And actually that place for us is that, you know, in terms of being able to amplify and accelerate that, the planning for, the migrating to, the running workloads in, in a scalable way, cost effective way, securely, and being able to build Cloud natively, our customers are really struggling with that. And they can do it, we've seen them do it one offs, but to be able to do a scale, so being able to really attack the knowledge gap from a human resource perspective? >> John: Great point. >> But also, encapsulating that into templatizing and putting nanny guardrails in are really important. Well that's a great point. There was a conversation I was involved in this morning with the CIA where they basically admitted, we got a lot of smart people, we can build a Cloud. Running and maintaining it... >> Josh: That's right. >> Are two different things. So this is kind of a false trap that a lot of people could fall into. Oh yeah, the Cloud, it's no problem. >> Josh: Yeah. >> So this is where the issues come in. Thoughts on that? >> Yes. >> And what you guys are doing? So I think we've entered the second phase of Clouded option. The first phase was kind of shadow IT bought them up. When I was at AWS I'd go into a customer, they'd say we're not on the Cloud. And then we found out we had 130 accounts that were swiped credit cards. >> John: Don't tell anyone. >> Yeah, don't tell anybody. Help us... >> Secret region. >> Help us sort this out. >> How is this the prototype? Honest, that's right. >> But now the market has changed. And so whether it's commercial or federal or other spaces, we're now in this phase two where these are strategic adoption of Cloud at an enterprise level. And to do that you need automation, you need repeatability, you need consistency, you need policy enforcement, and so that's where a system like Fugue packages all that together, which accelerates the whole operation of that. You know, I don't like the term centralized, because what Fugue allows you to do is assert some things and then decentralize the innovation aspect. >> It reminds me of the whole fabric and the whole grid days. But you bring up a good point, phase two is about kind of grownup Cloud. And so, that begs the question, now what are you guys working on, Unisys and, what's the story between your partnership? Talk about that. Because you know, people are relying on you guys as suppliers, so you have to stand alone and be successful. We talked about your company, but partnering is now important. >> Peter: That's right. >> Who you partner with and why, and what's the outcome options for the customers? >> Well, we're super excited about our relationship with Fugue. And actually primarily, as I talked earlier, we do see the big challenges that the market has right now. There is this huge gap from a knowledge and talent perspective. And also, the pioneers have gone into the Cloud, but now you have to have the settlers there. So how do we kind of attack those at the same time? So, when we're looking for a management platform, you know, we look for three things that really were important to us. The first is, is what I call expressiveness. So actually, I've got a lot of experience implementing kind of like more IT ops, like classical, like Cloud broker solutions, and we found that, you know, in order to be able to build a solution quickly for customers, you need to be able to express yourself. I mean, you can't manage and you can't govern, and you can't meter, you can't bill for, you can't apply policy for what Dr Vogels calls the primitives, right? So if I've only got like three or four primitives, my ability to manage and govern is really limited, right? It's almost like, the metaphor I would use would be maybe somebody gives you a keyboard, you got a half a dozen keys on there, and you're trying to write the great American novel. You can't do that, right? So, expressiveness, being able to articulate the right models and templatize and govern. That's kind of concern number one. Concern number two that we think is really important is, is it kind of goes at that knowledge management piece. We're making a major investment within Unisys Federal, and we're looking at hundreds and hundreds of our associates to be trained and certified, and we're building it a Cloud (mumbles) enablement. But we're looking to encapsulate our best practices and templatize those. So to the point... >> And Josh fits in there what, from a software standpoint? >> Well, he actually provides the way for us to capture that knowledge. So, in terms of what our policies in terms of governing say, you know, load balancers or EC2 instances or you know, how we're gonna manage S3 and gonna protect S3. You know, policies and best practices up and down the stack. Like, even governance processes around dev test environments. We're not gonna leave dev environments flapping in the wind for months on end where people are running up big bills, right? >> John: Got it. >> So Josh's product helps us manage that. And the third thing is what I call like the nanny rails. Now my daughter has just learned how to drive a car. And some of the choices that we made, we took into consideration like lane changing things and like crash avoidance and so and so forth. So, what we want, and actually Josh brought this up very elegantly is, is we want, the forward-leaning federal agencies to be able to go quick. But we want to put the guardrails behind them and have like that nanny kind of supervision behind them so that if things start drifting out of compliance we can drag them back. >> You can notify them, right? >> Some instrumentation. >> Absolutely. Absolutely. >> And management. >> Well, it's not just notification with Fugue. We don't let you do the wrong thing. And then if somebody goes in later and breaks it, we fix it. So instead of mean time to response of 15 minutes for your monitoring solution, then however long for somebody to pick up the notification, then to respond to it. With Fugue, within 30 seconds we've seen it and we've fixed it. And so that is a real game changer in terms of... >> Yeah, you guys are very impression with DevOps, they way you connect it. And the theme is connecting the tech to business. And in this case it's government, but that's your customer. What's new with you guys? Any announcements here? What's the story? >> Oh yeah, we have... >> Give us the update quick. >> Thank you very much. We have two big announcements. So it used to be, to use all the great management features of Fugue you had to build things using Fugue. So as of today you can download the new version of the system, you can point it at your existing AWS infrastructure. We autogenerate code and diagrams to show you what you're running. You can compare policy against that. So you don't have to write any code. And then when you've got it right, you can just apply Fugue to that. You can import that infrastructure into Fugue management. So a lot of our customers are telling us we have years of development on AWS. It was not done using best practices. We allow you to go back and fix that really quickly without recreating your infrastructure. >> So go in, do some maintenance without breaking it, tearing it down, building it up. >> and then you get all the benefits of Fugue enforcement. Every 30 seconds we examine the environment. If anything breaks we fix it. And so the ability to just pull that into Fugue and do it easily. >> Well it's great that you guys are successful. Congratulations on the partnership with Unisys. Big name, brand name. You guys obviously experienced, trusted advisors and partners to Federal. Personal question for you, Josh. You know, as you look back at the Amazon mothership. >> Josh: Yes. >> You gotta be like, damn that was a good ride. As an alumni and an extender, you're bringing that DNA to your company that you founded. What's it like? I mean, you feel good? You got a spring in your step? You kinda wish you were back on the mothership? >> Oh no, you know it's great working with AWS because I love doing what I'm doing now more than anything I've ever done. And they are great partners to us. They are so helpful. So I love coming back and seeing all my friends at Amazon. >> They're all bosses now. They're managers. >> Josh: That's right, that's right. >> Promoted. >> But being able to go out and do something that's really your vision, there's nothing like it in the world. >> John: I agree. >> Yeah. >> Being an entrepreneur certainly you can control your own destiny. It's a lot of fun, lot of passion. >> Josh: Yeah. >> Congratulations. >> Josh: Thank you. >> The Fugue CEO here with his partner in Unisys here in theCUBE. Live coverage day one. We've got two more live days. It'll be wall to wall. Big parties tonight. Lot of events, lot of action. Forty-five thousand people here in Las Vegas. I'm John Furrier. Thanks for watching. We'll be right back.

Live from Las Vegas. It's the Cube covering AWS Reinvent 2017 presented by AWS, Intel, and our ecosystem of partners. >> Hello, welcome back. This is live coverage of the Cube's AWS re:Invent 2017. Two sets, a lot of action, day one of three days of wall to wall coverage. I'm John Furrier with my co-host Keith Townsend. Our next guest cube alumni is Yaron Haviv who's the founder and CTO of Iguazio, a hot new start up. And big news coming next. We got a big announcement. In following their work, Yaron, good to see you again. Thanks for coming back on. >> Hi, thanks! >> Hey you got a new shirt. Share that logo there. >> That's nuclio. That's our new serverless brainwork which is open source. Really kicks ass, it's about 100 times faster than Amazon. >> Word says it's 200 times faster. >> Yeah we don't want to shame. >> You set the bar. >> We doing 400,000 events per second on a single process. They do about 2000. Most of the open source project around the same ball park. >> Yaron, I got to get this off the bat. And then we can have a nice discussion afterwards. A pleasant discussion. Serverless. Let's first define what that means. Because there's a bunch of- I can take nuclio, install it in my data center, run it, am I serverless? >> You know so I mean I'm in the serverless working group. >> For CNCF >> for CNCF. And a we had a hot debate between the open source start ups. Doing what is called functional service and Amazon and others trying to push the notion of serverless. Which is serverless stands for server less. Meaning you don't manage server. And the way we position nucleo, it's actually both. Because on one end you can consume it as an open source project. Very easy to download. Single docker instruction and it's up and running unlike some other solutions. And on the other hand you can consume it as something within the Iguazio data platform. There is a slide from Amazon which I really like. Which is about serverless. They show serverless is attached to kinesis, DynaomoDB, S3 and Athena. Four services of data that attach to Lamda. Iguazio has API compatibility with kineses, DynamoDB with S3 and Presto, which is Athena as well. So exactly the same four data services that they position as far as the service ecosystem are supported on our platform. So we provide one platform, all the data services at Amazon has or at least interesting ones, serverless functions which are a hundred times faster, a few more tricks that they don't have-- >> So what is the definition then. In a pithy way, for someone out there who's learning about serverless. What is it? What's the definition? >> So the notion as a developer, you're sort of avoiding IT. You go, open a nice portal, you write the function, or you write your function in a get up repository somewhere. You click on a button and it gets deployed somewhere. Right now you know where it's going to get deployed. In the future, you may not know. >> Instead of an EC2 instance, get that prepared >> It's not really an EC2. >> The old way. The old way was. Right? >> The old way there were infrastructure guys building your EC2 instance, security layers, milware, etc. You go develop on your laptop and then you need to go and conform and all the continuous integration play was very complicated. Serverless comes inherently with scale out without the scale in, with continuous integration. You have versioning for the code. You can downgrade the version, you can upgrade the version. So essentially its a package version of a cloud native solution. That's the general idea. >> So I can do that if I'm doing it and managing it myself. It functions as a server. And if I'm doing it and it's a provided it as a cloud provider as a server, as a service, it's serverless. None of my operations team is dealing with servers. It's just writing code and just go. >> Yeah, you're writing a function. Push commit. You should play with nucleo, not just other things. But you'll see you're writing a function. Even see it has a built in editor. You write, you push deploy and it's already deployed somewhere. >> So give us some perspective before you move on. On the game what the impact is to a developer. Apples to oranges. Our old way you described it, new ways, it sounds easier! What's the impact? Is it time? Money? Can you quantify? >> The biggest challenge for businesses is to transform. I saw an interesting sentence. It's not about digital transformation, it's about businesses that need to work in a digital world. Okay? Because again, most of the communication of customers to businesses is becoming digital. Okay? Whether it's today from mobile apps tomorrow through Alexa. >> As Luke Cerney says, it's all software. Your business is the software. >> It's all about interactive really. Okay. As a business I always position there are two things you need to take care of as a business. One is increasing the revenue. And that's by engaging more customers. And increasing the revenue per customer. How do you engage more customer? Through digital services. Whether it's Twitters or proving a new service through your web portal. And the next thing is how do you generate more revenue from a customer is by showing recommendations. >> Finding more value. >> And the other aspect is operational efficiency. How do you automate your reparations to reduce the cost. You know Amazon uses robots to do the shipping and packing. So their margins can now be lower. So the generator is both those things. Reducing cost is becoming more and more dependent on automation which is digital. And increasing revenue become more about customer engagement which is digital. Okay so now you're a traditional enterprise. And you have your exchange to worry about. And all the legal stuff and the mainframes. But if you're not going to work on the transformation piece. You're going to die. Because some other start up is going to build insurance company which is sort of agile and all that. >> So you made an interesting comment earlier when you were talking about nucleo. And integrating the functions that really matter. The services that matter. Amazon releases 800 new services a year. >> Actually 1300. >> I'm sorry 1300. >> This time less, no? >> Right now they're at 1130 and they expect 1500, 1700 by the end of the year. Two years ago it was like 750 and then the year before that was 600. >> So is that an indicator as to Amazon's leading this race between the big, I don't know, three, four cloud providers. Rack and stack them for us. How do we assess the capability? >> It's a matter of mentality. Okay. Persos thinks like a supermarket. Just like an Amazon market. I could say I need a cover for my iPad. I'm gonna get 100 covers for my iPad. No one really, I need to now choose. So their strategy is we'll put dozens of services that do similar things. One is better at this, one is better at that. We control the market we'll sell more. We have a different approach. We do fewer services but each one sort of kicks ass. Each one is much better, much faster, much better engineered. Okay? This is also why we are on data plus provides 10 different data APIs and not 10 different individual data platforms. >> Alright so let's talk about the scoreboard. Even though they might be thinking about the supermarket. You've got Amazon, Azure Microsoft and Google. I've looked at some of the data. I mean, Microsoft's been international for a while from their MSN business. They now have Skype. They have data centers, they know a little bit about cloud. Amazon's got a lot more services. They support multiple versions of things. Google is kind of non-existent on the scale of comprehensiveness. >> Have you looked at their serverless functions? By the way? >> There's new stuff. Tensorflow, serverless. >> But serverless they only support an OJS. They have very few triggers and it's still defined as beta. >> That's the point, so people are touting my Forbes article. They're touting like a feature. There's a lot more that needs to get done. So the question I have for you is. There's a level of comprehensiveness that you need now. And I know you guys spend a lot of time building your solution. We've talked abut this at our last Cube interview. So the question is the whole MVP cousin, minimal viable product. Is great when you're building a consumer app for an iPhone. But when you start talking about a platform and now cloud. Question to you is there a level of completeness bar to be hurdled over for a legit cloud or cloud player? >> I don't think you need 1000 services to build a good cloud. But you do need a bunch of services. Okay? Now the way we see the world like Satya. Okay? Which is there is a core cloud. But there is sort of a belt around it which is what we call intelligence cloud. We would define ourselves as the intelligence cloud. So if someone is building a machine learning model and it needs a 5 year worth of data. And it just needs to do crawling on top of it. It's not really an interesting problem. It's commoditized, lots of CPO power, object storage. But the bigger challenge is doing game referencing close to the edge. This is what needs to happen in real time. You need fewer services but you need to be real time. >> Smarter integration to do that. Right? I mean. >> You have density problems. You don't have a lot of room to put a 100 servers. It needs to be a lot more integrated. You know look at Azure stack. Their slogan is consistency. Look at a slide that shows which Azure services are part of Azure stack. Less than 20%. Because it's a lot more complicated to take technology design whereas hyper scale and put them on few servers. >> How do customers figure it out? What does a customer do? It's all mind boggling. >> I love that concept of core services and then value around those core services. What are those core services that a cloud must have before I start to invest in that cloud providers strategy? >> So the point again, there's a lot of legacy that you need to grab with you. Especially someone like Amazon. So they have to have VMs and migration services from Oracle, etc. But let's assume I'm a start up and building a new client native applications. Do I need any of that? No. I can probably can do with containers. I don't really need to be VMs. I can use something like cybernetics, I can use sequel databases maybe some like sequel. So I can redesign my application differently with a lot fewer services. The problem for someone like Amazon in order to grow and be a supermarket, you have to have ten of everything. If I'm someone that focus on new applications I don't need so many services and so much legacy. >> Well I'll say one thing. You can call them a supermarket, use that retail analogy, I buy that analogy only to the extent that you used it. But if that's the case, then everyone's hungry for food. And they're the only supermarket in town. >> But Wholefoods maybe less stuff on the shelf. >> Everyone else is like a little hot dog stand compared to the supermarket. Amazon is crushing it. Your thoughts? I say that. Are they kicking ass? >> Obviously Amazon is kicking ass. But I think Azure is ramping up faster. Amazon is generating more alienation among people that they are starting to compete with. You know. >> Azure is copying Amazon. Right? >> Yeah. But they have a different angle. They know how to sell to enterprises. They already have the foot in the door for Office 365. I've talked to a customer. We're going Azure. I say why? >> Together: They've got 365. >> We already certify the security with 365 for us to use Azure it's a- >> Right up until that next breech. >> So the guys owning ITs, it's easier for them to go to Azure. The developers want Amazon. Because Amazon is sexier. >> We got to break. We debated this on the intro segment with he analyst. Question. IT buyers have been driven by a top down CIO driven, CXO driven waterfall, whatever you want to call it, old way. With developers now at the driver's seat, with all of this serverless function, serverless coming around the corner very fast. Are developers driving the buying decisions or not? Or is it IT? The budget's still there. They want to eliminate labor. They want more efficiencies. Are you seeing it again? Will it happen? >> Yeah because we are just in the middle. On one end we're an infrastructure. We're an infrastructure consumed by developers. So we keep on having those challenges within the accounts themselves. IT doesn't get what we're doing. Serverless, and database is serverless. Because they like to build stuff. They want to take the nutanix and take a hundred services on top of it. And it will take them two years to integrate it. By that time the business already moved somewhere else. >> So IT could be a dinosaur like the mainframe? >> Right. I think the smart ITs understand they need to adopt cloud instead of fight it. And more the line further up the step. And that sort of the thing we are trying to provide to them. When you are building stuff you are buying EMC storage. You are not just taking discs. So why do you focus on this low level block storage when you're buying infrastructure. Why no buy database as a service. And then you don't need all the hassle. Streaming is a service. Serverless is a service. And then you don't need all that stack. >> Yaron, you should be our guest analyst. But you're too busy building a company. We're going see you next week in Austin for Cubicon. Congratulations. I know you guys have worked hard. The founder and CTO of Iguazio. You're going to hear a lot about these guys. Smart team. They're either going to go big or go home. I think they're going to go big. Congratulations. More coverage here at AWS Re:Invent after this short break. I'm John Furrier with Keith Townsend.

(upbeat instrumental music) >> Narrator: Live from Las Vegas, it's the Cube. Covering AWS re:Invent 2017, presented by AWS, Intel, and our ecosystem of partners. >> Hey, welcome back everyone. This is the Cube, live here in Las Vegas for AWS re:Invent 2017. I'm John Furrier, the cohost of the cube. My cohost, Keith Townsend, here for our fifth year in a row, covering the thunderous growth of Amazon Web Services as they continue to not only nail the developers and the start ups, but continue to win the enterprise. Our next guest, Lew Cirne, who's the founder and CEO of publicly held New Relic, a very successful startup, one of the most admired places to work in the Bay area, and in tech. Lew, great to have you on the Cube, welcome. >> Hi. >> John: Hi, first time. >> I know, so great to be here. I can't believe it's the firs time. I've been such a fan for a long time. >> Now you're an alumni, the benefits. >> Here I am. >> All the benefits of being an alumni, all those season tickets to all of our games. I gotta, I want to just share something with the audience out there. You're the only public CEO that I know that's been on the Cube that writes software, has a GitHub account, and manages a publicly held company. So that's a unique thing and I want to just say it's awesome. >> It's a full plate, that's for sure, but I'm the luckiest guy in the world because I've always loved building software since my first computer I got in the Christmas of 82, what's that, 35 years ago now, and, and so, what an exciting time to be someone who's passionate about software and technology. Look what's going on in the cloud, and so I've been fortunate enough to start this company that's participating in this revolution in technology, so it's great. >> You guys are always in the cutting edge. I noticed, you guys get your hands dirty, you get in there, you're coding away, but you guys are very successful in a very important area right now, which is instrumentation of data. >> Lew: Absolutely. >> In applications, so I really want to get your, kind of your thoughts on the landscape. We were talking about on our intro analysis, that we're seeing a renaissance in software development, where with open source growing exponentially, a new software methodology's coming out, where there's just so much going on. Multiple databases within one app, IOT, so a new kind of thinking is evolving. What's your take on that? >> Well I think it's really important to understand why all of this is happening. So why are there 40,000 people here in Las Vegas for re:Invent? Why are people consuming the cloud at just a dizzying pace? It's not just for the sake of cloud computing, it's because there's this business imperative to compete on software, so if you look at where software was 15, 20 years ago, software was a tool to reduce costs and automate things in the back end. Now your software's your business. If you are a large global bank, your app has more to do with your customers' experience and satisfaction than the branch because nobody walks through a branch anymore, so now the best software developing bank is going to be the winner, so if you think about that's what's going on and that's why they're adopting new technologies to move faster, so where do we fit in? If you're going to compete on your software, and by competing you have to build the best stuff, the fastest as possible, so you have to get to market quickly, and that means you've got to change a lot. Anytime you're changing something rapidly, that introduces risk. New Relic de-risks all of that rapid movement by instrumentation, by measuring everything in the software. Those measurements help you move faster with confidence. >> And also I would say that you, not only does that create risks, but new software creates risks, so I'm doing server-less, I want to try the new service because it could A, add value, AKA Lamda or whatever, so a new, maybe time out is needed, so all kinds of new things or elements are going on inside the software stacks. >> Yes, and more complex than ever before, right, so you introduce things like Lambda server-less function computing, call it what you will, and you integrate it with, you know, microservice architecture, and so instead of one monolith, you might have hundreds, or even some of our customers have thousands of independent services, all supposed to be working in flawless concert in order to deliver a great customer experience. How on earth do you make sense of whether that's all working? Well it involves collecting an enormous amount of data about everything that's going on in real time, and then applying intelligence to that data using what we call at New Relic applied intelligence to tell our customers in real time, here's what's working well, and more importantly, here's what's going to be a problem if you don't take immediate action. And that's, you know, that's a hard problem to solve. We think we're the best at doing it. >> And that's critical too, because like you said, if it crashes, or there's some sort of breach hold that comes out there, all the stuff is at risk. >> And like, customers have just incredibly high expectations that only get higher and higher every day. Like, you know, one of our customers is Domino's and it's an amazing thing where you pre-order your pizza and you can see, second by second, how your order is doing, right? They put your pizza in the oven, then they took the pizza out of the oven, and I see that in phone, and that gives, that's that feedback that's valuable to me, right? So long as it's working, right? >> John: I'm hungry now. >> So we, we've ravished this word digital transformation all the time. >> Oh yeah, it's a little overused, but. >> It is a little overused. But melding that physical world with cold. I love it that you're a developer. First off, what's your favorite language? >> Oh geez, it really depends on the project. I'm really getting into, I love React right now on the front end. I'll still do Java when it needs some heavy lifting, Ruby for rapid prototyping. It really depends on the task at hand. >> So the value of reducing friction from a developer seeing a problem, needing to solve that problem, and getting the resources needed to solve a problem, AWS does a wonderful job of saying, you know what, developer, give me your credit card, we'll give you all the tools you need. Where is the first stumbling block because this is new capability, net new over the past few years? Where's the first set of stumbling blocks when developers reduce friction, get to that first level contact with the branch manager of the pizza store, where does it fall apart and New Relic comes in to help? >> Look, how many times have you ever had a developer or a tech or someone that works on my machine, right? >> Exactly, worked on my laptop. I don't know why it didn't deploy well in production, it worked perfectly fine on my laptop. >> I really, I started thinking about and solving this problem 20 years ago now. The notion of less instrument Java code because I was frustrated with the stuff that worked on my laptop. I couldn't understand why it didn't work when a customer used it, and everything prior to the customer using the software is nothing but sunk cost. There is no value in the software you're building until it runs in production. How well it runs in production is what determines the fate of the application. And that's where New Relic comes in, is we feel like alright, let me take you back to the ancient days of like turn of the century, 2000, nothing went to production without QA. Now nothing goes to production without instrumentation. >> Yeah, but now Agile's there, so the old days was a crab. You built a software product, but you didn't know if it was going to work until it went into production with QA. Now you're shipping stuff fast, so it's still. You've got that dev off mindset, but it's in QA. >> One of our customers, Airbnb, deploys more than a thousand times a day. And this is not a small, low load site. I mean like every deploy has to work, otherwise millions of people are impacted and it's the whole business, and it's a big business, so you're talking about a pace of innovation and change that cannot be managed with a traditional QA cycle. I've, of course testing's important, but instrumentation's more important than that. >> Lew, I want to ask you an important question because I asked Andy Jassie this last Monday when I had a one on one with him. A lot of people that are entering ecosystem for Amazon is new, that are new, or considerably, Amazon's the big, they're fearful, it's always going to be that way. He highlighted your company, New Relic, and said they're an amazing part, they do extremely well, even though they introduced Cloud Watch, which because some customers just wanted it, they have monitoring, but you guys are so much better. I said that, but if he implied it, obviously you're doing well. So the successful participation of the ecosystem is there. You can be successful in the Amazon ecosystem. >> Absolutely, it's a great partnership. >> So what's this formula for a new entry coming in or someone who's here that needs to find some white space? How do you read the tea leaves to know where not to play and where to play? >> You know, it just comes down to the fundamental good thought process you use when you're thinking about approaching your customer too. Don't think about what's in it for me, the Amazon partner. What's in it for Amazon? How do you make them more successful? And so when I imagine myself as Andy, who is like, what an incredible job he's done, but what Andy, what's top mind of Andy is how do I get more customers consuming more of Amazon faster, right? All of Amazon, all of Amazon's web services, and so we solve a problem for Andy and his team. We help our customers consume Amazon faster because we give them the confidence to consume more and move faster, and there's data to prove it. When Amazon asks their customers that aren't yet New Relic customers how much they're consuming and how fast, they get a slower rate of adoption than they do for the cohort that uses New Relic, and so it's in our mutual interest to go to market together because we help them consume more, and so I. >> John: Build a good product. >> Build a good product. >> John: Customer value. >> Think about how you help your partner be successful. Talk in that language, don't talk in language. >> Alright, so personal question. So you and I, pretend we're sitting here, having a beer, you're playing the guitar. >> A little light. >> I'm singing some tunes and Keith's our friend. He says I'm in trouble, I'm a CIO. I've got a transformation project. I don't know what to do. Which cloud do I use? How do I become data driven? Guys, help me out. Lew, what do you say? >> I say first of all, you have an instrumentation strategy. Everything, if you're a CIO in a large organization, you don't have one, two, three, or four projects. You have dozens, if not hundreds, sometimes thousands of applications and services that are all running, and you've got, I haven't met a CIO that doesn't say they've got too many monitoring tools. So you need an instrumentation strategy. Nothing should run in production without instrumentation. That's not just the service light stuff that runs on EC2, it's also every click that runs. You know, when Dunkin Donuts, which has been a longtime customer of ours, and they run in the Amazon Cloud, you know when you pre-order that doughnut, we track the tap, how long it takes from the phone all the way through the cloud services, all that's fully instrumented, so if you're a CIO, you say I can't be tactical with instrumentation. If I'm going to move fast and compete at my software, nothing should run in production without education. >> John: That's native. >> That's right. >> Foundational. >> Foundational. It's a core requirement to run in production if you're going to move at any level of speed, so establish that strategy, and then we think, we offer the best instrumentation, certainly the best value, the most ubiquitous, the easiest to use, the most comprehensive, and then we make the most sense of it, but you could pick another, you know you could pick another strategy. Some people do the heavy lifting of manually instrumenting all their code. We just don't think that's a good use of your developer time, so we automatically do that for you, but have a strategy and then execute to it. >> Awesome. Lew, congratulations on a blowout quarter. I won't even get you to comment on it, just say that you guys had a great quarter, stocks at an all time high, all because you guys are doing a great product. Congratulations and great to have you on the Cube. >> We're delighted to be here. I've honestly, I've been a longtime fan. It means a lot that you could have me on, and we really enjoy partnering with Amazon, and what a great show. >> Yeah, super successful ecosystem partner, one of the best, New Relic, based out of San Francisco, here with the founder and CEO, also musician, writes code, gets down and dirty, runs a publicly held company. He's Superman. Lew, thanks for coming on the Cube. More live data and action here on the Cube after this short break, stay with us. (upbeat instrumental music)