>> Live from Bahrain it's theCUBE. Covering AWS Summit Bahrain. Brought to you be Amazon Web Services. >> Okay welcome back everyone, we are here in Bahrain for the special exclusive coverage of AWS Summit in the region and the big announcement of the AWS region being deployed here, and that's scheduled for Q1 roughly in 2019 as Teresa Carlson told us today on theCube. This is exciting opportunities for the Middle East and the region and around the world, a big spot where Amazon needed a region, of course we get all that coverage. Our next guest here is Lana Al Attar, founder of Gud Juju, and amazing logo on their card, empowering good, welcome to theCube, good to see you. >> Thank you for having me. >> Great to meet you. Yesterday, we were chatting, take a minute to explain what Gud Juju is, and we'll get to the meaning of the logo, if you can see it, I'm not sure if you can see it. Go ahead, what's Gud Juju? >> Gud Juju means good magic. We're a digital agency with a conscience, and how we do that is, a lot of our clients are people that have any kind of social good to them, so we're talking autism schools, or even normal schools, for example, they might charge money, but they're still in the industry of education, so it's fantastic. So, we help the little guys, we give them the technology they need, we empower them with technology, and that's what Gud Juju's about. On the other side of the spectrum, we also hire mostly women to do the development, so we hire and train. We hire refugees as well, and most recently we've signed a contract with a company and they provide us differently abled people, but they're fantastic designers and developers, so we've expanded into that as well. So, we pay our staff to be heroes, they are heroes day in and day out, and that's why I told you to wait (laughter) I can see you're impressed. >> Oh my god, I'm impressed. Well, no, I mean, there's a little bit of capitalism in there too that makes me go "Wow, that's a brilliant idea" (mumbles) In the labor market, but they're also helping people, and you're giving, tapping into passion. Taking a passion project, turning it into a business, help people, bring it all together, magic. >> Exactly. >> We help people >> That's good magic! >> Exactly, that's where the name Gud Juju comes from. >> Great mission, I love your mission, tell me about some of the things you're working on. >> Oh, okay, so most recently we're working on a "diversity on board" project, and initially it will be to, so we handle the tech part of this. A lot of people, they come to us and they try to partner with us, or even get us to complete their project. And, this particular project, if you go to any part of the world, usually in the Middle East, it'll be Middle Eastern men on the boards, and if you go to the States, it'll be middle aged white men on the boards, so there's no diversity. And that can be a problem for certain companies because if you want a 360 view, >> That's a big problem. It's a problem, period. I think, pretty much, people have figured out that diversity gives you more. >> Of course. >> Than not having it. >> You see things from different angles, because if you have the same kind of age group, and the same kind of gender, and the same everything, then you will not foresee the different challenges or opportunities that come by. So, this is a matchmaking portal that we're working on and it's soon to be launched, we're already testing internally in beta, and then then we're going to expand it into a private beta group, so that's one of the things that I'm working on, I recently, within the company, did one for the Women Power Summit, it was the largest summit in Bahrain for women, we had 500 woman attendees, and about 50 speakers, some of them were international as well, all women, men were welcome but a majority of them were women. And, just to really up the game in the gender equality. So we did the technology for that as well, so we did an online ticketing system, a credit card debit card payment and reservation, so it was a lot of fun. >> So who's coding all these apps? >> Oh, it's us, internally in the team. We have about nine in Bahrain, and most of them are women except for one, the digital marketer. >> People are getting down and dirty and coding away. >> Yes, though it does take a lot of training. So, in Bahrain, there's been a shift, so I also run a local development community, so the Google developer group in Manama, the Manama chapter, and we have like 651 members, so it's picking up. >> Wow. TensorFlow is like candy for developers. People love TensorFlow. >> We did do a few TensorFlow, yeah, definitely, AI, machine learning, deep learning, it's on right now. >> It really is. So how do you find all these people? Do they come to you, you got an open policy hiring refugees, >> Mm-hmm. >> So is there like a network, are you tapping your own network? >> So what we usually try to do is find people that are on the ground, and then they tell us "we have this kind of facility setup, so can you find us a job?" and I will never say no to people wanting jobs and to be very honest, in my line of work, especially when you're catering to charities and NGOs, you have an abundance of clients, it's overflowing. Because, they don't have the capital that they need in order to accomplish their projects. >> And even big firms are like conglomerates, now. We want to tap into these big agencies, you need to write a big check, >> Yeah, exactly. and you might not get the service you need anyway. And if you're an NGO, you don't get the love that the big commercial clients would get. >> Exactly. So, we cater to those kinds of clients. And also, we have, so our slogan is "empowering good". So we empower those who empower other people. We would never sell our clients something that they don't need, for example, we focus primarily on like, sometimes they want a website and an app and the whole nine yards, and they just need one page to accept payments and donations online, and that's all they really need, And some good branding. And so we make sure they focus that capital that they already have, and then, and really capitalize on that capital that they have, and give them the maximum bang for their buck, basically. >> That's awesome. Now, who do you work with? Do you have any partners, are you doing it solo, what are your... >> It's just me leading a staff of nine, and then we tap into a global market of ten, so we have associates that we bring on. I believe in the gig market, I don't think that having full-time staff long term is something that is sustainable. So I recently came back from China, from the annual meeting of champions, and the common theme over there, whether it was the future of work, the future of education, or even the future of... Wait, there was work, there was education, and there was one more. >> There was something. >> Yeah, oh, E-commerce, there we go. Digital, like online sales. And we noticed, there was a very big trend towards everything being digitalized. And with the exception of having community clubhouses, to have that human factor over there. So people love to still have that, you know, that engagement, that bonding, that I belong to that company, or I belong to that mission or vision, but everything is going online. So, I really believe that the gig market's going to, it's already started taking off. So, it's going to be a thing. >> And then being a part of community really brings the shared experiences together. And when you have that kind of co-creation or interaction, it makes people feel part of something bigger. And that's bonding. >> Exactly. So even if you look at e-commerce stores, a lot of them have their flagship stores, but they're not there for sales, because most of their sales get done online. They're there for giving that experience, so when you walk in a store, you have that experience. >> Yeah. >> That's super. What's the biggest thing that you've learned doing this? Is there anything that surprised you, things that jumped out at you, things you didn't expect, things that were successful, you go "wow, that was amazing", things you tripped over >> Oh, I tripped over a lot. (both laugh) It's constant tripping. >> Of course. Well that's how you learn! >> Yeah. So when I first started, I mean, people think like, okay, so you're going to help charities and you're going to help people and you're going to make money, how does that work? I learned very earlier on that people value what they pay for, so don't give things for free. You charge people, but charge them reasonably. So you say, okay I'll charge you this much for this kind of service, and this bit you can do by yourself. We'll give you the guidelines, we've done it over and over, and we'll tell you what your branding is, and then you go out, find the pictures, or write up the copywriting or whatever. So there was that, there was a lot of, so for example, "oh you can't hire refugees", and "why can't I hire refugees", there's a lot of trial and error. Obviously, you'd have people that will sell their (laughs) >> You got to give it a shot, give it a try. >> yeah, of course. And, the experience has been unbelievable. Some of them start out with wordpress development, and then end up with full-stack Javascript. Right? And you give people a chance, it's just like that example of professor Muhammed Yunus in Grameen bank, where they said "oh you can't loan to beggars" and he's like "why not?", and the default rate is so much more lower than the conventional banks. And they don't have any credit ratings! Right, so, I learned to not, I try not to follow the status quo, my mission is purely to empower people, whether I'm employing them, or I'm doing a project for them, so there's always that angle. And it's very different when you know what your values are. And you go in, so... >> And then you got having alignment. Well, Lana, thanks for coming on theCube this year, great to hear your story. >> Thank you. I think Bahrain is going to be a great tech scene. Obviously, I'm very encouraged by the entrepreneurs that I met. You can kind of spot an entrepreneur a mile away, they chirp a lot, they want to go faster, where's the cash, where's the collaboration? Not in a mean way, I don't mean that. And the other thing is that surprised me was Teresa's Women's Breakfast yesterday, that was blowing me away. How dynamic the group was, thought that was phenomenal. Just great to see this startup community here in Bahrain doing, just so much energy and support. >> We have a very tight ecosystem, I'm sure some of the other people probably have already mentioned this. Everybody talks to everybody, so you either, you're always one step away from whatever it is that you need. So, either you ask a person, they know exactly what you need, or they refer you to that person, and they give you like, name and number, right then and there, so, we're all intertwined. I think you've seen us all, how the ecosystem is amazing. >> It's important, and it's super important as communities with open source, you can see this when Amazon comes here, it's going to be a goodness of open source. >> Oh, it is! We're going to have navscale, we're going to have pull, new opportunities going to be coming in, >> Fantastic. it's going to be really, it should be a fun ride, I'm looking forward to covering you guys. >> I've been telling everyone that it is an amazing time to be a woman tech entrepreneur in this region. Amazing. >> Congratulations, and our doors are always open in Silicon Valley if you need anything. >> Awesome. >> Okay, there's more Cube coverage, stay with us! All day, wall to wall, stay with us. We got a couple more interviews, be right back after this short break. 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>>Okay, welcome back everyone. This is the Cube's coverage here. Monaco took a trip all the way out here to cover the Monaco crypto summit. I'm John feer, host of the cube, a lot of action happening presented by digital bits and this ecosystem that's coming together, building on top of digital bits and other blockchains to bring value at the application. These new app, super apps are emerging. Almost every category's gonna be decentralized. This is our opinion and the world believes it. And they're here as well. We've got Oscar ballet CEO co-founder of Agora verse ago is a shopping metaverse coming out soon. We'll get the dates, Oscar. Welcome to the cube. >>Thank you very much for having me. >>We were just talking before you came on camera. You're a young gun, young entrepreneur. You're a gamer. Yeah, a little bit too old to miss the eSports windows. You said, you know, like 25. It's great until that's you missed the window. I wish I was 25 gaming the pandemic with remote work, big tailwind acceleration around the idea of this new digital VI virtual hybrid world. We're living in where people want to have experiences that are similar to physical and virtual. You're doing something really cool around shopping. Yeah. Take a explain. What's going on when the, I know it's not out yet. It's in preview. Yeah. Take a minute to explain. >>Absolutely. So a goers really is a way to create those online storefront environments, virtual environments that are really much inspired by video games in their usage and kind of how the experience goes forward. We want to recreate the brand's theme, aesthetic storytelling or the NFT project as well. All of that created in a virtual setting, which is way more interesting than looking at a traditional webpage. And also you can do some crazy stuff that you can't do in real life, in a real life store, you know, with some crazy effects and lighting and stuff. So it's, it's a whole new frontier that we are trying to cover. And we believe that there is a real use case for shopping centric S experiences and to actually make the S a bit more than a buzzword than that. It is at the moment. >>Okay. So a Agora is the shopping. Metaverse a Agora verse is the company name and product name. You're on the Solona blockchain. Got my notes here, but I gotta ask you, I mean, people are trying to do this right now. We see a lot of high end clients like Microsoft showroom, showroom vibes. Yeah. Not so much. E-commerce per se, but more like the big, I mean it's low hanging fruit. Yeah. How do you guys compare to some other apps out there? Other metaverses? >>I think compared to the bigger companies, we are way more flexible and we can act way more quickly than they can. They still have a lot of ground to cover. And a lot of convincing to do with their communities of users metaverse is not really the most popular topic at the moment. It's still very much kind of looked at as a trend, as something that is just passing and they have to deal with this community interaction that is not really favorable for them. There are other questions about the metaverse that are not being talked about as often, but the ecological costs, for example, of running a metaverse like Facebook envisions it, of running those virtual headsets, running those environments. It's very costy on, on, on the ecological side of things and it's not as often mentioned. And I think that's actually their biggest challenge. >>Can you get an example for folks that don't are in the weeds on that? What's the what's what do you mean by that? The cost of build the headsets? Is it the >>Servers? It's more of the servers, really? You need to run a lot of servers, which is really costly on the environment and environmental questions are at the center of public debates. Anyways, and companies have to play that game as well. So they will have to find kind of this balance between, well, building this cool metaverse, but doing it in an ecological friendly manner as well. I think that's their toughest challenge. >>And what's your solution just using the blockchain? Well, an answer to that, cause some people say, Hey, that's not that's, that's not. So eco-friendly either, >>That's part of it. And it's also part of why we're choosing an ecosystem such as Lana as a starter. It's not limited to only Salana, but Salala is, is known as a blockchain. That is very much ecological. Inclined transactions are less polluting. And definitely this problem is, is tackled in the fact that we are offering this product on a case by case scenario brands come to us, we build this environment and we run something that is proper to them. So the scale of it is also way less important that what Facebook is trying to build. >>Yeah. They're trying to build the all encompassing. Yeah. All singing old dancing, as we say system, and then they're not getting a lot of luck. They just got slammed dunked this week on the news, I saw the, you know, FTC moved against them on the acquisition of the exercise app. >>It's it's a tough, it's a tough battle for them. Let's say they >>Still have, they got a headwind. I wouldn't say tailwind. They broke democracy. So they gotta pay for it. Right. Exactly. I always say definitely revenge going on there. I'm not a big fan of what they did. The FTC. I think that's bad move. They shouldn't block acquisitions, but they do buy, they don't really build much. That's well documented. Facebook really hasn't built anything except for Facebook. That's right. Mean what's the one thing Facebook has done besides Facebook. >>I mean, >>It's everything they've tried is failed except for Facebook. Yeah. >>So we'll see what's going on with the Methodist side. >>Well, so successful, not really one trick bony. Yeah. They bought Instagram. They bought WhatsApp, you know, and not really successful. >>That's true. They do have the, the means though, to maybe become successful with something. So >>You're walking out there, John just said, Facebook's not successful. I meant they don't. They have a one product company. They use their money to buy everything. Yeah. And that's some people don't like that, but anyway, the startups like to get bought out. Yeah. Okay. So let's get back to the metaverse it's coming out is the business model to build for others. Are you gonna have a system for users? What's what's the approach? How do you, how are we view viewing this? What's the, the business you're going after? >>So we are very much a B2B type of service where we can create custom kind of tailor made virtual environments for brands, where we dedicate our team to building those environments, which has been what we have been at the start to really kickstart the initiative. But we're also developing the tool that will allow antibody to develop their own shop themselves, using what we give them to do something kind of like the Sims for those that know, building their environment and building their shop, which will they, they, they will then be to put online and for anybody of their user base customers to have a look at. So it's, it's kind of, yeah, the tailor made experience, but also the more broader experience where we want to create this tool, develop this tool, make it accessible to the public with a subscription based model where any individual that has an idea and maybe a product that is interesting for the metaverse be able to create this virtual storefront and upload it directly. >>How long does it take to build an environment? Let's say I was, I wanna do a cube. Yeah. I go to a lot of venues all around the world. Yeah. MOSCON and San Francisco, the San convention center in Las Vegas, we're here in Monaco. How do I replicate these environments? Do I call you up and say, Hey, I need some artists. Do you guys render it? What's the take us through the process. >>Yeah. It's, it's basically a case by case scenario at the moment, very much. We're working with our partners that find brands that are interested in getting into the metaverse and we then design the shops. Well, it depends on the brands. Some have a really clear idea of what they want. Some are a bit more open to it and they're like, well, we have this and this, can you build something? >>I mean, I mean, I can see the apple store saying, Hey, you know, they're pretty standard apple stores. You got cases of iWatches. Yeah. I mean that's easily to, replicateable probably good ROI for them. >>Exactly. It's it's is that what you're thinking? Their team. Exactly. Yeah. It depends. And we, we want to add a layer of something cuz just replicating the store simply. Yeah. It's it's maybe not as interesting, you know, it just, oh, okay. I'm in the store. It's white, everywhere. It's apple. Right. It's like, oh I'm in at the dentist, but we want to add some video game elements to the, to those experiences. But very subtle ones, ones that won't make you feel, oh, I'm playing one of these games, you know? It's yeah. Very supple. >>You can, you can jump into immersive experience as defined by the brand. Yeah. I mean the brand will control the values. So you're say apple and you're at the iWatch table. Yeah. You could have a digital assistant pop in there with an avatar. Exactly. You can jump down a rabbit hole and say, Hey, I want this iWatch. I'm a bike mountain biker. For example, I could get experience of mountain biking with my watch on I fall off, ambulance sticks me up. I mean, all these things that they advertise is what goes >>On. Yeah. And we can recreate these experiences and what they're advertising and into a more immersive experience is what we're trying to our, our goal is to create experiences. We know that, you know, why does someone is someone spend so much at Disneyland? It's like triple the price of whatever, because you know, it's Mickey mouse around you. It's, that's the experience that comes around. And often the experience is more important than the product. Sometimes >>It's hard. It's really hard to get that first class citizen experience with the event or venue physical. Yeah. Which is a big challenge. I know the metaverse are gonna try to solve this. So I gotta ask you what's your vision on solving that? Okay. Cause that's the holy grail. That's what we're talking about here. Yeah. I got a physical event or place. I wanna replicate it in the metaverse but create that just as good first party citizen like experience. >>Yeah. I mean that's the whole event event type of business side of the metaverse is also a huge one. It's one that we are choosing to tackle after the e-commerce one. But it's definitely something that has been asked a lot by the brands where like we want to create, like, we want to release this store for an event that is in real life, but we want to make it accessible to the largest number. That's why we saw with Fortnite as well. All those events, the fashion week in the central land. And >>Sand's a Cub in the Fortnite too. >>There you go. And so the, the event aspect is super important and we want those meta shops to be places where a brand can organize an event. Let's say they want to make the entrance paid. They can do an NFD for that if they want. And then they have to, the user has to connect the NFD to access the event with an idea. Right. But that's definitely possible. And that's how we leverage blockchain as well with those companies and say, you know, you're not familiar with >>This method. You're badging, you know, you're the gaming where we were talking earlier. Yeah. Badging and credentials and access methods. A tech concept can be easily forwarded to NFTs. Yeah, >>Exactly. Exactly. And brands are interested in that. >>Sure. Of course. Yeah. By being the NFT. That's cool. Yeah. Yeah. So I gotta ask you the origination story. Take me through the, the, how this all started. Yeah. Was it a seat of an idea you and your friends get together? Yeah. It was an it scratch. And when you're really into this, what's the origination story and where you're at now. >>So we started off in January really with a, quite a, a different idea. It was called the loft business club. It's an NFT collection on the Salina blockchain. And the whole idea beyond it is that NFT holders would have access to their virtual apartments that we called the lofts. It got very popular. We got a really big following at the start. It was really the trend back in January, February. And we managed to, to sell out successfully the whole collection of 5,000 NFTs. And yeah, we started as a group of friends, really like-minded friends from my hometown in, in, met in France who are today, the co-founders and the associates with different backgrounds. Leo has the marketing side of things. A club has the 3d designing. We had all our different skills coming into it. Obviously my English was quite helpful as well cause French people in English it's, it's not often the best French English. Yeah. And I was, the COO has been doing amazing on the kind of the serious stuff. You know, the taxis lawyers >>Operational to all of trains running on time. >>Exactly >>Sure. People get their jobs done. >>Yeah, exactly. So >>It's well too long of a lunch cuz you know, French would take what, two hour lunches. Yeah. You >>Have to enjoy it. Yeah. >>Coffee and stuff. That's wine, you know about creative, >>But yeah, it's, it's a friend stuff that started as a, as a passion project and got so quick. And today I'm here talking to you in this setting. It's like, >>You're pretty excited. >>I mean it's super excited. It's such a we're you know, we feel like we're building something that's new and our developer team, we're now a team of 15 in total with developers based in Paris, mostly. And everybody is, is feeling like, you know, they're contributing to something new and that's, what's exciting about it. You know, it's something that's not really done or it's trying to be done, but nobody really knows the way >>It's pioneering days. But the, but the pandemic has shifted the culture faster because people like certainly the gen Zs are like, I don't wanna reuse that old stuff. Yeah. And, but they still want to go to like games or events or go to stores. Yeah. But once to go to a store, I mean, I go to apple store all the time where I live in Palo Alto, California. And it's like, yeah, I love that store. And I know it by heart. I don't, I don't have to go there. Yeah. Walking into the genius bar virtually I get the same job done. Yeah, >>Exactly. That's that's what we want to do. And the other pandemic is just it's it's been all about improving, you know, people's condition, life conditions at home, I think. And that's what kind of boosted the whole metaverse conversation and Facebook really grabbing onto it as well. It's just that people were stuck at home and for gamers, that's fine. We used to be stuck at home playing video games all day. Yeah. We survived the pandemic fine. But for other people it was a bit more of a new >>Experience. Well, Oscar, one of the cool things is that you said like mind you and your founding team, always the secret to success. But now you see a lot of old guys like me and gals coming in too, your smart people are like-minded they get it. Especially ones that have seen the ways before, when you have this kind of change, it's a cultural shift and technology shift and business model shift at the same time. Yeah. And to me there's gonna be chaos, but at the end of the day, >>I mean there's fun and >>Chaos. That's opportunity. There's a fun and fun and opportunity. >>It's fun and chaos, you know, and yeah. Likeminded people and the team has really been the driving factor with our company. We are all very much excited about what we're doing and it's been driving us forward. >>Well, keep in touch. Thanks for coming on the cube and sharing, sharing a story with us in the world. We really appreciate we'll keep in touch with you guys. Do love what you do. Oscar ballet here inside the cube Argo verse eCommerce shop. The beginning of this wave is happening. The convergence of physical virtual is a hybrid mode. It's a steady state. It is not gonna go away. It's only gonna get bigger, more cooler, more relevant than ever before. Cube covering it like a blanket here in Monaco, crypto summit. I'm John furrier. We'll be right back after this short break.

>>Yeah, yeah, yeah, >>already. Welcome back, Cube alum Dave Volante. We're covering the transformation of Oracle Consulting. Specifically focused on really, what is what I consider a rebirth from really staff augmentation to a much more strategic partner for customers and with me to explore that a little bit of Sherry Latin back. She is the senior vice president of Cloud Key accounts at Oracle, and we're also joined by Pat McGovern. Who's the group? EVP for the North American Cloud strategy. Also Oracle folks, welcome to the Cube. Thanks for coming on. >>Thanks >>for having us. >>You're welcome. So, Sheri, you're out talking to customers a lot. Um, I'm curious as to what that conversation is like specifically as it relates to consulting. I talked about the rebirth of Oracle consulting. You? Probably not, you know, earlier, years ago, leading with staff augmentation. That's not strategic. But are you bringing Oracle consulting now into the conversation? What's that conversation like? >>Absolutely. In fact, every conversation we have relating to our cloud strategy. Oracle consultants part and parcel to that they are not staff augmentation. They're actually the digital transformation arm of what we do around cloud. So it's been really interesting to see what they've been able to do in terms of changing the narrative of what we do it Oracle from just a software company to really transform into. I thought provider >>and Chris I'm interested in Sorry, pat. I'm interested in your title group. VP Cloud strategy. Right? So gravity, obviously a fundamental part of any customer interaction. But what are you seeing? What underscores customer strategies? What are the business drivers for them right now? One of the catalysts that are driving their their technology spending decisions? >>Yeah, it's a great question, and I think a lot of it depends upon, especially in the times that we're in now depends upon the industry that they're in. But, um, most importantly, what we're seeing is right now is durability. So we want to make sure that the customers of our Oracle customers and others have an opportunity to have disaster recovery business continuity. Um, in this stage, right now, it's less about expansion per se. Unless in an industry that's uniquely positioned for that more about durability, of the overall strategy that when we look at that, your ability, we think about kind of the core missions we think about, um so the back office operations and continuity and then we think about transformational revenue generation. And so when we partner with us, yes, we want to make sure that we have both of those concepts in mind. So >>I want to ask you both. Um, you know, it was a lot of we have a lot of talk about in our community about cloud first. Um, big oracle is sort of put forth the gauntlet of Look, we're we're leading now with cloud. You both have cloud in your title. But obviously being cloud first is is more than that sharing. What if you could talk about your customers and your cloud journey and share with us and convince us that you are cloud first? >>That's a great question. And in fact, I joined Oracle about 11 months ago, was in the industry for about 25 years and enjoying simply because I believe in what Oracle is doing around this journey. We're in our second generation of cloud capabilities, and that's purposeful. And we do that because we realized that where cloud started and where we are today, are two totally different things. And so we have capabilities around security viability extensions with autonomous that other cloud providers just simply don't have built these ground up to make sure that we can run Oracle for blitz databases and applications far better than any other cloud provider. So that's super exciting time you got Oracle, and it's absolutely fascinating what our customers are going to a doctor. Apology? >>Yes, so s so pat. I wanna ask you, Ah, sort of similar question. How fundamental is, uh, you know, Cloud to organizations, strategies, and obviously everybody is a cloud strategy. But I'm specifically asking as it relates to mission critical workloads because, let's face it, that's been the hardest to move into the cloud. So when you're out talking to customers about their strategy and obviously dovetailing at the Oracle strategy, how do you align those two views? >>Yeah, so it's actually really fascinating question. So first I think I would respond in the following away. When I think about our portfolio, I don't necessarily say cloud First, I say customer first, and I really want the customer to make a decision based upon a deployment model that makes sense for that. Think of the customer whether it's a regulated industry or the public sector or, you know, any sort of compliance considerations. So Oracle's one of the very few, uh, you know, enterprise Last Mile providers that has obviously on premise capabilities as well. And so 99% of the cases that we see, with the exception of some of the sort of startup S and B five folks that are born in the cloud, we're dealing with the hybrid cloud model anyway. And so that's the kind of the first order priorities what's right for the customer. And let's make sure that we get the appropriate I'm all for that customer in terms of enterprise essentially the workloads that we have, whether it's cloud or on Prem or enterprise workloads. And those were kind of separated into two buckets, one of the core mission of the revenue generation side. And what would be mission critical sort of the back office, the oracles historically tremendous at the back office side, running finance, running operations, running supply chain, you know, doing those things that are mission critical on the core mission side. That's really where we're starting to focus now, which is getting out into the revenue generation. The mission of the entity with things like high performance. Compute on making sure that we have an ability to support our customers on both sides of those. >>You got a follow up question on strategy. You talked about hybrid. And you know the hybrid. Clearly, riel, whatever the big buzzword today is multi cloud. My question is, is multi cloud the actual strategy of customers or is it actually just an outcome of multi vendor and and shadow I t. But what if you could address that? Yeah, >>So another great question. So I think if you're on one side of the fence, you call it a strategy on maybe risk mitigation on the other side of the fence, you could say, you know, I don't When people talk about multi cloud, they tend to say, Hey, you know that one of the big names that you hear, whether it's Oracle or aws, um you know Microsoft etcetera? Uh huh. But the reality is anybody who's running those are also running, you know, hundreds of father for SAS applications. Whether the department allowed sort of that shadow, I t. I think in part you call it a strategy. In part, you'd say it's just sort of propagation of cloud capabilities that have sprung up, Do you think? Based on, you know, security integration, performance considerations as well as sort of the general expansiveness of enterprise class capabilities? You probably see if you're niche players over time and you'll see kind of the broader bets happening around enterprise class capabilities. >>So, Sheri, you're relatively new to the oracle of just under a year. But you've been around the industry, and you know that the chairman of a horrible loves technology you love speeds and feeds and shares that Oracle Open World but and, you know or was a product company. But the conversation is changing. You kind of alluded to that before. It's not just about feature function speeds and feeds. Maybe you could address that. And where does Oracle consulting fit in that equation? >>Right, So it kind of detail of what Pat was just saying around the hybrid notion. We firmly believe that every customer is gonna wanna have different options for what they do in the cloud and based on the providers. So we want. We've partnered with Microsoft. We actually can interconnect are clouds together to provide that kind of flexibility to our customers. Yeah, it is a key component of that Azure customers and talk about. I'm going to stop integration. Our partnership or consultant is the arm that does that work for us. So we are seeing them come, come about in a much different way in a way that's different, you know? And other consulting, you know, staff augmentation firms. >>Well, that Microsoft is interesting to us. Uh, actually, a lot of people in the press might have put food. It saw that and said, Wow, this is This is pretty curious both from a strategy standpoint, but it really. But I think it's premature on Oracle. So you got the Number one database. Everybody knows Oracle's got the native get this hyper cloud partner now saying, Yeah, we can run. You're kind of seamlessly. I know that's an overused word, but what is the reaction been in the customer base? That deal? >>It's phenomenal. It's infinite, especially for a lot of our retailers that are being Microsoft Cloud companies. They're seeing that they can put their Microsoft applications in the Microsoft class. They can run the Oracle databases in the Oracle Cloud and Inter Operability is tremendous and they're not any sort of service as it relates to putting, you know, using a multi cloud strategy. And for us, we're seeing that as a differentiator for us in the market. >>So what's the strategy behind that? I want you to talk about that a little bit, because, I mean, you know, it was it was an interesting chess move by Oracle you got, you know, Amazon's out there doing their thing, and there's plenty of Oracle running on on AWS. But there's a lot of head bashing going on, and then you guys partner up with Microsoft that caught a lot of people off guard. Can you help us, You know, give us a little color on the strategy behind that? >>Yeah, so I think that there's a There's a technical component of the strategy which Sherry alluded to, but I also think that there's a cultural component of the strategy and so, you know, obviously Microsoft has been around for a long time. ESX has Oracle that they have a substantial on from this friend. But as much as any other company on the Lana, probably Microsoft has this hybrid strategy just like Oracle. And so, as we look at, you know, the partner ecosystem and what makes sense the partner and how can we diversify the workloads like Microsoft is one of those companies? That's just sort of, Ah, very vertical industry focused great portfolio products. I'm slightly differentiated in terms of the space that they would buy in versus an Oracle. As you pointed out, So, uh, cultural standpoint, I think it's quite a good fit for us to find, you know, as we look at partners to find a partner like Microsoft to work with an integrated workloads. It >>was kind of a judo move for both companies in my mind, because you see a lot of companies that are predominantly on Prem, just like Oracle has been historically saying with Microsoft and basically kind of going on to hybrid, obviously they want on Prem and multi Cloud, which is okay, we're going to span multiple clouds. But both Oracle Now and Microsoft, with its hybrid strategy, as I call it, a judo move because essentially you're doing things that maybe some of the other cloud providers can't do because of your own prim present. So you're turning what may have been perceived as a disadvantage, you know, a legacy business. You know, it's funny in our business legacies of >>a >>bad word, but but it's usually as good connotations. But turning that on Prem legacy into an advantage. Cherry. Is that a reasonable premise that I'm putting forth and you having conversations with customers in that regard? >>Absolutely. Yeah, I think that's a very fair statement to make, because we do have again. I oversee the top 120 Oracle's and in that they have years and years of investment in Oracle databases in Oracle applications and for us agreeable by the capabilities to move that to your cloud. Integrate with other things such as Microsoft, you know, applications and whatnot is huge issue, and no other cloud provider can say that. So I do think that good to see that we are uniquely differentiated. >>I want to ask you about lock in because that's always the criticism of Oracle. I talked to a lot of work with customers in particular exit data. People say, Why would anybody buy exit data locks in what you by AWS and why would you buy any product. You, uh, disk drive a lock in. So So I want to ask you about that because my research shows that while there's a there's a segment of customers that are very much concerned about that, and that's a primary concern you lock in. It's actually a small percentage, maybe 10 15%. Most of the customers that I to talk to the Oracle world will say, Listen, I'm willing to risk that lock in If if If the business value overwhelms that And again I ask you, Is that is that something that is a viable conversation with your customers? Do you see the same thing? I mean, I see it as kind of a strong indication. If they kind of poo poo the lock in pieces, they look at the business value that I'm driving from my organization. I wonder if you could >>Yes. So I think value is the crux of the conversation. And if you look at sort of the legacy business, just put it that for a second. You know that what people would call legacy, uh, the US is a tremendous asset because we have 400,000 customers or so around the world. Those are folks that we're giving choice. You can run on Prem. You can run in the cloud. You can find an engineered systems or into the data box behind your firewall. You can run it as a data cloud at customer, which is behind your firewall, but leveraging Native Public Cloud services. Or you can run that same capability and exit out of service. So really again, that deployment model choice about what, folks? You how folks wanna consume their services in terms of lock in. I don't think it's so much lock in, as you point out, is value if a customer's deriving value from a given solution, especially in the cloud world, they're going to consume right, and if they're going to consume the probability and higher likelihood is that they'll expand as well. So I look it. I essentially look at consumption in the cloud world being value that's been realized, and once you have value that's been realized, it's critical conversation. I don't I don't view it is lock. In fact, there's a lot of fun, mobility and portability that can occur when you talk about hybrid cloud multi cloud environments. I view it much more is identifying the value and then executing against that value so that folks consume cloud services. >>Why, Cheri, why are customers wanting to put mission critical workloads in the cloud? Is it the same sort of cloud, agility and cost, etcetera, etcetera. I mean, why not just leave it on Prem and keep it protected and maybe spend a little bit more? What's the driver for moving mission Critical workloads? >>Well, I think it's it's dependent upon you know what? The initiatives are in the company right now. They're looking for cost reduction for top line growth, either looking for different capabilities around security that the cloud provides. The great thing about what we do is we have optimized all of our work lives but our database and our applications into our class of providing additional capabilities. But we're also seeing a lot more. So we, uh we say all the time you put us to the test, let us, you know, quantify what we would look like in the cloud with our workloads versus competitors, er and we will guarantee that will save you a lot of money. So I think that a lot of it has to do with one. It starts with potentially cost reduction, but then they start seeing additional business value driven out of and back to Oracle Consulting. What Oracle consultant provides in terms of business value in the cloud is transformative for our customers. >>Well, that this is valued to is a component of the business case that has to be risk mitigation. And, you know, if you just want to buy some object storage, you know, probably not gonna work is not going to be my first call. But if I have a mission critical set of workloads that are running on Oracle, I'm really going to think twice about migrating that, you know, somewhere else I'm either gonna leave it on, Prem, or I'm gonna look look hard that Oracle's same same approach. And we've done some research on this that the risk and cost of actually migrating to a new environment is is potentially really detrimental to companies. I wonder if you could talk about how that plays into your and customers strategies. >>Yeah, and I think, you know, is, um, reference in what? What Kerry said. So it depends on the choice of the customer, but what I would say is if a customer is driving a lot of value on premise, um, that might look something like exists ts and the cloud for D. R. So they're actually have a disaster recovery plan that's file based. I think Cloud is one of these sort of unicorn conversations. Everybody, everybody wants to have a cloud conversation. And so, making sure that that cloud of conversation in the context of the customer, um, is what's crucial for us. And so, you know, as you look at mission critical workloads, those are the workloads that we want. We want either core mission, our mission critical. It's just object storage or just something, you know, that people want to spin up and spin down. Yeah, that's interesting to Oracle, but for us, as a B two b, your B two b enterprise class, um, software company, we want to be in your core mission or in your back office, you know, helping you execute against that mission. >>So share here, going in with a stacked deck. I mean, you're not going in trying to go head to head with the hyper scale you going in saying, Look, this is our wheelhouse, and I think I'm hearing in your wheelhouse you'll take anybody on. But I wonder if you could sort of affirm that and maybe talk about how you lead in these customer conversations, >>right? Well, normally, our entry point is one. Understanding with business drivers are right. It has to be a business led recession. Really? Isn't a technology starting point right? It really is around what business problems we're trying to solve and how can we help you solve them? And because we know your environments, we know what data bases air deployed in. Other public. What is your lover? Dji to run your business? We can, I think, successfully position ourselves very, very competitively against other cloud providers. And I think that is something that resonated incredibly well with our customers and back. >>Yes, So it seems like Oracle Consulting is an important ingredient as part of that strategy, Cause again, If it was, you know, five years ago it was just stack staff augmentation. That's really not a compelling conversation to have with customers. But if you can come in with A with the mindset of strategic partner you're bringing in Deloitte, we've been talking to some of their professionals about the elevate program with with Oracle, that is, that's a nice lever that your you can take advantage of. >>Absolutely. And in fact, we've seen that that is a huge opportunity. For one, the partnership with Deloitte is incredibly strategic. We also partner with other companies like Accenture and DXC and IBM Candidly and Oracle is consulting is incredibly flexible in terms of what kind of partnerships and the line they have with our customers is really based. Yeah, >>I want to end on a growth path and maybe talk about everyone wants to weaken. Cloud Cloud is the growth business. You look at Oracle's business, you know everybody's business. This cloud is growing. Everything else is either hanging on or declining. So it's all about growth. How do you drive growth? What what is Cloud's role in terms of, you know, the growth strategy and maybe had some color to that narrative? >>Yeah, so from a from an execution standpoint, how we drive growth is we have a kind of a core part capability, its value volume, velocity burger. Those are very simplistic approach that we take in each of our line of businesses and then across each of the segments of the market size pass and I as an engineer systems as well. The values crucial If you're not, you're not selling with value and kind of positioning value at the up front part of it. You know, the customers may book, but it won't consume and don't consume. They're not going to renew. So ensuring that customers are realizing value from the process is essential. And then with volume and velocity, you know, our legacy business was much more kind of chunkier, so you could focus on big quarter ends or a big year end on. You had impending events through, you know, started compliance considerations or contract negotiations, etcetera. We have to be in a volume and velocity business in order to scale out and also the average transaction sizes. Historically, although it's growing for us, >>it >>is slightly lower than what a license on premise capability would be. As you'd expect, um, from, uh, from a product perspective, I think, you know, we were sort of a luxury of riches around the autonomous capabilities. If you haven't so that's something that's incredibly unique. Oracle. You know, the Economist database and all the economist services that we're rolling out and that Autonomous gets back to what we talked about earlier, around security, around performance, around scale, ability and all these things. Ultimately, we're positioning the capabilities of the future, but we're positioning them today. So we're a market leader in this space. You're not only is the Oracle database. As you pointed out, the market leader were market leaders here. If you found a bunch of the SAS areas, this eponymous segment of the market is crucial for us and crucial to our growth. >>Yeah, it really isn't enabling. What I've been saying. That you it's almost compulsory for Oracle to participate and compete in the cloud because it gives you that automation and that that scale. But you're talking about also setting up, you know, some future advantages of being able to take advantage of data. The combination of data ai and Cloud is the new superpower with within the industry. Sherry, I want O end on you. 11 months in an oracle. Let's say things work out great. You're here 234 years down the road. You look back. What does success look like? >>Success looks like everyone of our customers moving to the Oracle cloud and see incredible business value from that partnering with Oracle Consulting. That's what my successful curious >>guys. Thanks so much for coming on the Cube where we've been we've been tracking this transformation of Oracle consulting and one of the things that's very clear. There was Oracle's obviously serious about cloud, but also seriously about bringing in new talent and new skill sets really not only transform Oracle but help transform your customers. So thank you for your time. Really appreciate it. >>Thanks so much. >>You bet. Thank you. >>All right. Thank you. Everybody for watching. This is Dave Vellante for the Cube. We'll see you next time. >>Yeah, yeah, yeah, yeah, yeah, yeah.

>> live from Boston, Massachusetts. It's the Cube covering A W s reinforce 2019. Brought to you by Amazon Web service is and its ecosystem partners. >> Well, welcome back. Everyone's Cube Live coverage here in Boston, Massachusetts, for AWS. Reinforce Amazon Web sources. First inaugural conference around security. It's not Osama. It's a branded event. Big time ecosystem developing. We have returning here. Cube Alumni Bill Jeff for VP of strategy and the partnerships that Iron Net Cyber Security Company. Welcome back. Thanks. General Keith Alexander, who was on a week and 1/2 ago. And it was public sector summit. Good to see you. Good >> to see you. Thanks for >> having my back, but I want to get into some of the Iran cyber communities. We had General Qi 1000. He was the original commander of the division. So important discussions that have around that. But don't get your take on the event. You guys, you're building a business. The minute cyber involved in public sector. This is commercial private partnership. Public relations coming together. Yeah. Your models are sharing so bringing public and private together important. >> Now that's exactly right. And it's really great to be here with eight of us were really close partner of AWS is we'll work with them our entire back in today. Runs on AWS really need opportunity. Get into the ecosystem, meet some of the folks that are working that we might work with my partner but to deliver a great product, right? And you're seeing a lot of people move to cloud, right? And so you know some of the big announcement that are happening here today. We're willing. We're looking to partner up with eight of us and be a first time provider for some key new Proactiv elves. AWS is launching in their own platform here today. So that's a really neat thing for us to be partnered up with this thing. Awesome organization. I'm doing some of >> the focus areas around reinforcing your party with Amazon shares for specifics. >> Yes. So I don't know whether they announced this capability where they're doing the announcement yesterday or today. So I forget which one so I'll leave that leave that leave that once pursued peace out. But the main thing is, they're announcing couple of new technology plays way our launch party with them on the civility place. So we're gonna be able to do what we were only wanted to do on Prem. We're gonna be able to do in the cloud with AWS in the cloud formation so that we'll deliver the same kind of guy that would deliver on prime customers inside their own cloud environments and their hybrid environment. So it's a it's a it's a sea change for us. The company, a sea change for a is delivering that new capability to their customers and really be able to defend a cloud network the way you would nonpregnant game changer >> described that value, if you would. >> Well, so you know, one of the key things about about a non pregnant where you could do you could look at all the flows coming past you. You look at all the data, look at in real time and develop behavior. Lana looks over. That's what we're doing our own prime customers today in the cloud with his world who looked a lox, right? And now, with the weight of your capability, we're gonna be able to integrate that and do a lot Maur the way we would in a in a in a normal sort of on Prem environment. So you really did love that. Really? Capability of scale >> Wagon is always killed. The predictive analytics, our visibility and what you could do. And too late. Exactly. Right. You guys solve that with this. What are some of the challenges that you see in cloud security that are different than on premise? Because that's the sea, So conversation we've been hearing. Sure, I know on premise. I didn't do it on premises for awhile. What's the difference between the challenge sets, the challenges and the opportunities they provide? >> Well, the opportunities air really neat, right? Because you've got that even they have a shared responsibility model, which is a little different than you officially have it. When it's on Prem, it's all yours essential. You own that responsibility and it is what it is in the cloud. Its share responsible to cloud provider the data holder. Right? But what's really cool about the cloud is you could deliver some really interesting Is that scale you do patch updates simultaneously, all your all your back end all your clients systems, even if depending how your provisioning cloud service is, you could deliver that update in real time. You have to worry about. I got to go to individual systems and update them, and some are updated. Summer passed. Some aren't right. Your servers are packed simultaneously. You take him down, you're bringing back up and they're ready to go, right? That's a really capability that for a sigh. So you're delivering this thing at scale. It's awesome now, So the challenge is right. It's a new environment so that you haven't dealt with before. A lot of times you feel the hybrid environment governed both an on Prem in sanitation and class sensation. Those have to talkto one another, right? And you might think about Well, how do I secure those those connections right now? And I think about spending money over here when I got all seduced to spend up here in the cloud. And that's gonna be a hard thing precisely to figure out, too. And so there are some challenges, but the great thing is, you got a whole ecosystem. Providers were one of them here in the AWS ecosystem. There are a lot here today, and you've got eight of us as a part of self who wants to make sure that they're super secure, but so are yours. Because if you have a problem in their cloud, that's a challenge. Them to market this other people. You talk about >> your story because your way interviews A couple weeks ago, you made a comment. I'm a recovering lawyer, kind of. You know, we all laughed, but you really start out in law, right? >> How did you end up here? Yeah, well, the truth is, I grew up sort of a technology or myself. My first computer is a trash 80 a trs 80 color computer. RadioShack four k of RAM on board, right. We only >> a true TRS 80. Only when I know what you're saying. That >> it was a beautiful system, right? Way stored with sword programs on cassette tapes. Right? And when we operated from four Keita 16 k way were the talk of the Rainbow Computer Club in Santa Monica, California Game changer. It was a game here for 16. Warning in with 60 give onboard. Ram. I mean, this is this is what you gonna do. And so you know, I went from that and I in >> trouble or something, you got to go to law school like you're right >> I mean, you know, look, I mean, you know it. So my dad, that was a chemist, right? So he loved computers, love science. But he also had an unrequited political boners body. He grew up in East Africa, Tanzania. It was always thought that he might be a minister in government. The Socialist came to power. They they had to leave you at the end of the day. And he came to the states and doing chemistry, which is course studies. But he still loved politics. So he raised at NPR. So when I went to college, I studied political science. But I paid my way through college doing computer support, life sciences department at the last moment. And I ran 10 based. He came on climate through ceilings and pulled network cable do punch down blocks, a little bit of fibrous placing. So, you know, I was still a murderer >> writing software in the scythe. >> One major, major air. And that was when when the web first came out and we had links. Don't you remember? That was a text based browser, right? And I remember looking to see him like this is terrible. Who would use http slash I'm going back to go for gophers. Awesome. Well, turns out I was totally wrong about Mosaic and Netscape. After that, it was It was it was all hands on >> deck. You got a great career. Been involved a lot in the confluence of policy politics and tech, which is actually perfect skill set for the challenge we're dealing. So I gotta ask you, what are some of the most important conversations that should be on the table right now? Because there's been a lot of conversations going on around from this technology. I has been around for many decades. This has been a policy problem. It's been a societal problem. But now this really focus on acute focus on a lot of key things. What are some of the most important things that you think should be on the table for techies? For policymakers, for business people, for lawmakers? >> One. I think we've got to figure out how to get really technology knowledge into the hands of policymakers. Right. You see, you watch the Facebook hearings on Capitol Hill. I mean, it was a joke. It was concerning right? I mean, anybody with a technology background to be concerned about what they saw there, and it's not the lawmakers fault. I mean, you know, we've got to empower them with that. And so we got to take technologist, threw it out, how to get them to talk policy and get them up on the hill and in the administration talking to folks, right? And one of the big outcomes, I think, has to come out of that conversation. What do we do about national level cybersecurity, Right, because we assume today that it's the rule. The private sector provides cyber security for their own companies, but in no other circumstance to expect that when it's a nation state attacker, wait. We don't expect Target or Wal Mart or any other company. J. P. Morgan have surface to air missiles on the roofs of their warehouses or their buildings to Vegas Russian bear bombers. Why, that's the job of the government. But when it comes to cyberspace, we expect Private Cummings defending us everything from a script kiddie in his basement to the criminal hacker in Eastern Europe to the nation state, whether Russia, China, Iran or North Korea and these nation states have virtually a limited resource. Your armies did >> sophisticated RND technology, and it's powerful exactly like a nuclear weaponry kind of impact for digital. >> Exactly. And how can we expect prices comes to defend themselves? It's not. It's not a fair fight. And so the government has to have some role. The questions? What role? How did that consist with our values, our principles, right? And how do we ensure that the Internet remains free and open, while still is sure that the president is not is not hampered in doing its job out there. And I love this top way talk about >> a lot, sometimes the future of warfare. Yeah, and that's really what we're talking about. You go back to Stuxnet, which opened Pandora's box 2016 election hack where you had, you know, the Russians trying to control the mean control, the narrative. As you pointed out, that that one video we did control the belief system you control population without firing a shot. 20 twenties gonna be really interesting. And now you see the U. S. Retaliate to Iran in cyberspace, right? Allegedly. And I was saying that we had a conversation with Robert Gates a couple years ago and I asked him. I said, Should we be Maur taking more of an offensive posture? And he said, Well, we have more to lose than the other guys Glasshouse problem? Yeah, What are your thoughts on? >> Look, certainly we rely intimately, inherently on the cyber infrastructure that that sort of is at the core of our economy at the core of the world economy. Increasingly, today, that being said, because it's so important to us all the more reason why we can't let attacks go Unresponded to write. And so if you're being attacked in cyberspace, you have to respond at some level because if you don't, you'll just keep getting punched. It's like the kid on the playground, right? If the bully keeps punching him and nobody does anything, not not the not the school administration, not the kid himself. Well, then the boy's gonna keep doing what he's doing. And so it's not surprising that were being tested by Iran by North Korea, by Russia by China, and they're getting more more aggressive because when we don't punch back, that's gonna happen. Now we don't have to punch back in cyberspace, right? A common sort of fetish about Cyrus is a >> response to the issue is gonna respond to the bully in this case, your eggs. Exactly. Playground Exactly. We'll talk about the Iran. >> So So if I If I if I can't Yeah, the response could be Hey, we could do this. Let them know you could Yes. And it's a your move >> ate well, And this is the key is that it's not just responding, right. So Bob Gates or told you we can't we talk about what we're doing. And even in the latest series of alleged responses to Iran, the reason we keep saying alleged is the U. S has not publicly acknowledged it, but the word has gotten out. Well, of course, it's not a particularly effective deterrence if you do something, but nobody knows you did it right. You gotta let it out that you did it. And frankly, you gotta own it and say, Hey, look, that guy punch me, I punch it back in the teeth. So you better not come after me, right? We don't do that in part because these cables grew up in the intelligence community at N S. A and the like, and we're very sensitive about that But the truth is, you have to know about your highest and capabilities. You could talk about your abilities. You could say, Here are my red lines. If you cross him, I'm gonna punch you back. If you do that, then by the way, you've gotta punch back. They'll let red lines be crossed and then not respond. And then you're gonna talk about some level of capabilities. It can't all be secret. Can't all be classified. Where >> are we in this debate? Me first. Well, you're referring to the Thursday online attack against the intelligence Iranian intelligence community for the tanker and the drone strike that they got together. Drone take down for an arm in our surveillance drones. >> But where are we >> in this debate of having this conversation where the government should protect and serve its people? And that's the role. Because if a army rolled in fiscal army dropped on the shores of Manhattan, I don't think Citibank would be sending their people out the fight. Right? Right. So, like, this is really happening. >> Where are we >> on this? Like, is it just sitting there on the >> table? What's happening? What's amazing about it? Hi. This was getting it going well, that that's a Q. What's been amazing? It's been happening since 2012 2011 right? We know about the Las Vegas Sands attack right by Iran. We know about North Korea's. We know about all these. They're going on here in the United States against private sector companies, not against the government. And there's largely been no response. Now we've seen Congress get more active. Congress just last year passed to pass legislation that gave Cyber command the authority on the president's surgery defenses orders to take action against Russia, Iran, North Korea and China. If certain cyber has happened, that's a good thing, right to give it. I'll be giving the clear authority right, and it appears the president willing to make some steps in that direction, So that's a positive step. Now, on the back end, though, you talk about what we do to harden ourselves, if that's gonna happen, right, and the government isn't ready today to defend the nation, even though the Constitution is about providing for the common defense, and we know that the part of defense for long. For a long time since Secretary Panetta has said that it is our mission to defend the nation, right? But we know they're not fully doing that. How do they empower private sector defense and one of keys That has got to be Look, if you're the intelligence community or the U. S. Government, you're Clinton. Tremendous sense of Dad about what you're seeing in foreign space about what the enemy is doing, what they're preparing for. You have got to share that in real time at machine speed with industry. And if you're not doing that and you're still count on industry to be the first line defense, well, then you're not empowered. That defense. And if you're on a pair of the defense, how do you spend them to defend themselves against the nation? State threats? That's a real cry. So >> much tighter public private relationship. >> Absolutely, absolutely. And it doesn't have to be the government stand in the front lines of the U. S. Internet is, though, is that you could even determine the boundaries of the U. S. Internet. Right? Nobody wants an essay or something out there doing that, but you do want is if you're gonna put the private sector in the in the line of first defense. We gotta empower that defense if you're not doing that than the government isn't doing its job. And so we gonna talk about this for a long time. I worked on that first piece of information sharing legislation with the House chairman, intelligence Chairman Mike Rogers and Dutch Ruppersberger from Maryland, right congressman from both sides of the aisle, working together to get a fresh your decision done that got done in 2015. But that's just a first step. The government's got to be willing to share classified information, scaled speed. We're still not seeing that. Yeah, How >> do people get involved? I mean, like, I'm not a political person. I'm a moderate in the middle. But >> how do I How do people get involved? How does the technology industry not not the >> policy budgets and the top that goes on the top tech companies, how to tech workers or people who love Tad and our patriots and or want freedom get involved? What's the best approach? >> Well, that's a great question. I think part of is learning how to talk policy. How do we get in front policymakers? Right. And we're I run. I run a think tank on the side at the National Institute at George Mason University's Anton Scalia Law School Way have a program funded by the Hewlett Foundation who were bringing in technologists about 25 of them. Actually. Our next our second event. This Siri's is gonna be in Chicago this weekend. We're trained these technologies, these air data scientists, engineers and, like talk Paul's right. These are people who said We want to be involved. We just don't know how to get involved And so we're training him up. That's a small program. There's a great program called Tech Congress, also funded by the U. A. Foundation that places technologists in policy positions in Congress. That's really cool. There's a lot of work going on, but those are small things, right. We need to do this, its scale. And so you know, what I would say is that their technology out there want to get involved, reach out to us, let us know well with our partners to help you get your information and dad about what's going on. Get your voice heard there. A lot of organizations to that wanna get technologies involved. That's another opportunity to get in. Get in the building is a >> story that we want to help tell on be involved in David. I feel passion about this. Is a date a problem? So there's some real tech goodness in there. Absolutely. People like to solve hard problems, right? I mean, we got a couple days of them. You've got a big heart problems. It's also for all the people out there who are Dev Ops Cloud people who like to work on solving heart problems. >> We got a lot >> of them. Let's do it. So what's going on? Iron? Give us the update Could plug for the company. Keith Alexander found a great guy great guests having on the Cube. That would give the quick thanks >> so much. So, you know, way have done two rounds of funding about 110,000,000. All in so excited. We have partners like Kleiner Perkins Forge point C five all supporting us. And now it's all about We just got a new co CEO in Bill Welshman. See Scaler and duo. So he grew Z scaler. $1,000,000,000 valuation he came in to do Oh, you know, they always had a great great exit. Also, we got him. We got Sean Foster in from from From Industry also. So Bill and Sean came together. We're now making this business move more rapidly. We're moving to the mid market. We're moving to a cloud platform or aggressively and so exciting times and iron it. We're coming toe big and small companies near you. We've got the capability. We're bringing advanced, persistent defense to bear on his heart problems that were threat analytics. I collected defence. That's the key to our operation. We're excited >> to doing it. I call N S A is a service, but that's not politically correct. But this is the Cube, so >> Well, look, if you're not, if you want to defensive scale, right, you want to do that. You know, ECE knows how to do that key down here at the forefront of that when he was in >> the government. Well, you guys are certainly on the cutting edge, riding that wave of common societal change technology impact for good, for defence, for just betterment, not make making a quick buck. Well, you know, look, it's a good business model by the way to be in that business. >> I mean, It's on our business cards. And John Xander means it. Our business. I'd say the Michigan T knows that he really means that, right? Rather private sector. We're looking to help companies to do the right thing and protect the nation, right? You know, I protect themselves >> better. Well, our missions to turn the lights on. Get those voices out there. Thanks for coming on. Sharing the lights. Keep covers here. Day one of two days of coverage. Eight of us reinforce here in Boston. Stay with us for more Day one after this short break.

>> from our studios in the heart of Silicon Valley. HOLLOWAY ALTO, California It is a cube conversation. >> Welcome to this. Keep conversation here in Palo Alto, California. Keep studios. I'm John for the host of the Cube were with Cuba Lum nine. Special gas *** while the president of products and marking it in from Attica. I make great to see you has been a while, but a couple months. How's things good to be >> back has always >> welcome back. Okay, so in dramatic, a world's coming up. We have a whole segment on that, but we've been covering you guys for a long, long time. Data is at the center the value proposition. Again and again, it's Maur amplified. Now the fog is lifting. Show in the world is now seeing what we think we were told about four years ago with data. What's new? What's that? What's the big trends going on that you guys air doubling down on what's new? What's changed? Here's the update. Sure, >> I think we've been talking for the last couple of years. I think you're right. It is becoming more and more important. I think three things we see a lot one is. Obviously you saw this whole world of district transformation. I think that definitely has picked up so much steam. Now. I mean, every company's going digital and And that the officer, that creates a whole new paradigm shift for companies to come almost recreate themselves remained. And so that data becomes the new definition. And that's what we call the thing is you side and fanatical even before the data three dollar word. But data is the center of everything, right? And in basically see the volume of data growth, you know, the utilization of data to make decisions, whether it's, you know, a decision on the shop floor decisions basically related to a cyber security or whatever it is on the keel of your signal is different now. Is the hole e. I assisted data management. I mean the scale ofthe complexity, the scale of growth, you know, multi cloud, multi platform, all the stuff that's in front of us. It's very difficult to run the old way of doing things. So that's where we see the one thing that we see a whole lot is is becoming a lot more mainstream still early days. But it's assisting the whole ability for companies to what I call exploit data to really become a lot more transformative. >> You've been on this for a while again. We get what we had to go back to. The Cube archives were almost pullout clips from two years ago be relevant today. You know the data control understanding. You know that. You know, I understand where the date of governance is ours. So is the foundational thing. But you guys nailed the chat box. You've been doing a Iot of previous announcements. This is putting a lot of pressure on you. The president of products you got. Get this out there. What's new? What's happening inside in from Attica? He's pedaling as fast as you can. What are some of the updates? Give >> us the best example. I was just like the duck, right? You know, you're really selling your Felix comma the top and then you're really finally I think it's great for us. I think I look a tw ee eye ee eye. It's like this so much fun around machine learning. We look at it, it's two different ways. One is how we leverage machine learning Vidin our products to help our customers, making it easy for them to. As I said, so many different data types Think of I ot data instructor data streaming data. How do you bring all that stuff together and married with your existing transaction? It'LL make sense. So we're leveraging a lot of machine learning to make the internal products a lot more easier to consume. A lot more smarter, a lot more. Richard, The second thing is that we what we call his are a clear which we are. Really? If you remember a couple years ago and in America World, how guard then helps our customers make smarter decisions in the in the one of data signs and all these new data workbench is, you know, the old statistical models are only as good as they can never be. So we're leveraging, helping our customers take the value proposition of r B. I clear then what? I make things that, you know, find patterns that, you know, statistical models cannot. So, to me, I look att, both of those really leveraging ml to shape our products, which is married to a lot of innovation and then creating our eclair to that help customers make smarter decisions, easier decisions, complex decisions. Which would I kill the humans or the statistical models? >> Really Well, this is the balance between machines and humans working together. And you guys have nailed this before. And I think this was two years ago. I started to hear the words land adopt, expand from you guys. Write, which is you've got to get adoption, right? And so as you're iterating on this product, focus, you've got to get it working your >> butt looks big, maniacal focus of that. Let's talk about >> what? What you've learned there because that's a hard thing. You guys are doing well at it. We've got to get a doctor. Means you gotta listen to customers going do the course correction. What's the learning is coming out of that. That >> is actually such a good point. We made such. We were always a very customer centric company. But as you said like that, as the world shifted towards a new subscription cloud model, be really focused on helping our customers adopt our products. And you know, in this new world, customers are also struggling with new architectures and everything, so we double down on what we call customer success, making sure we can help our customers adopt the products. And whether it's it's, it's too will benefit. Our customers can value very quickly. And of course, we believe in what we call a customer for life. Our ability to then grow without customers and held them deliver value becomes a lot better, so we're really for So we have globally across the board customers, success managers, we really invest in a customer's. The moment we a customer, buys a product from us, we directly engage with them to help them understand forthis use case. How you >> implement its not just self serving. That's one thing which I appreciate because you know, how hard is it? Build products these days, especially with philosophy, have changed, but it's also we have in the large scale data. You need automation. You've gotta have machine learning. You gotta have these disciplines. Sure this both on your own, but also for the customer. Yes, any updates on the Clare and some customer learnings, and you're seeing that air turning into either use cases or best practices, >> many of them. So take a simple example, right? I mean, we think if we take these things for granted, right? I mean, taking over here to talk about I open these designs on all of these sensors. We were streaming data, right? Or even robots in the shop floor. Sort of. That data has no schema, no structure, nor definition. It's coming like Netflix data has to. And for customers, there's a lot of volume on it. None of it could be junk. Right? So how do you first think that volume of data creates some structure to it for you to do analytics? You You can only do analytics if you put some structure to it. Right. So first thing is that we leverage clear help customers create what are called scheme, and you can create some structure to it. Then what we do allow is basically clear through clear. It can naturally bring what we have. The data quality on top of it. Like how much of it is irrelevant? How much of it is noise? How much would it really make sense? So then what was you said? It signal from the noisy were helping customers get signal from the noise of data. That's where it becomes very handy because It's a very man will cumbersome, time consuming and something very difficult to do. So that's an area of every have leveraged, creating structure, adding data quality on top and finding rules that didn't probably naturally didn't exist, that you and he would be able to see machines are able to do it. And to your point, our belief is this is my one hundred percent believe we believe in the eye assisting the humans. We have given the value ofthe Claire, tow our users that it compliments you. And that's where we're trying to help our users get more productive and deliver more value faster. >> Productivity is multifold. It's like also efficiency. You don't want people wasting time on project that can be automated. You focus that valuable resource somewhere else. Yeah, okay, so let's shift gears on. Taking from Attica World coming up. Let's spend some time on that. What's the focus this year? The show. It's coming up right around the corner. What's going to focus on what's going to be the agenda? What's on the plate >> give you a quick sense of how it's the shape of its going to be our biggest in from Attica well, so it's twentieth year again. Back in Vegas, you know we love Vegas. Of course, we have obviously a couple of days line up over there and you guys will be there too Great sort of speakers. So obviously we'LL have mean stage speakers like so we'LL have some CEO of Google Cloud Thomas Korean is going to be there We'LL have on main stage with Neil We'LL have the CEO of dealer Breaks Ali with me We'LL also have the CMO off a ws ariel there. Then we have a couple of customers lined up Simon from Credit Suisse Daniels CD over Nissan. We also have the head of the eye salmon Guggenheimer from Microsoft, as well as the chief product officer of Tableau Francois on means. So we have a great lineup of speakers, customers and some of our very, very strategic partners with us. Remember last year we also had Scott country. That means too eighty plus session's pretty much a ninety percent led by customers. We have seventy to eighty customers. Presentable sessions, technical business. We have all kinds of tracks. We have hands on labs. We have learnings. Customers really want to come. Lana products. Talked to the experts someone to talk to the product manager. Someone talk to the engineers literally, so many hands on lab. So it's going to be a full blown a couple of days. What's >> the pitch for someone watching that has never been in from Attica world? Why should they come for the show? >> I always tell them three things. Number one is that it's a user conference for our customers to known all things about data management. And then, of course, in that context, they learned a lot about so they learned a lot about the industry. So Dave one we kicked around by market perspective giving Assessor the market is going, how everybody should be stepping back from the data and understanding. Where are these district transformation? E I? Where is the world of detail going? We have some great analysts coming, talking, some customers talking. We'LL be talking about futures over there. Then it is all about hands on learning, right, learning about the product hearing from some of these experts, right from the industry experts as well as our customers teaching what to do, what not to do and networking. It's always great to network writes a great place for people to learn from each other. So it's a great forum for for two of those three things. But the team this year is all around here. I talked about clear. In fact, our tagline Dissidents, clarity unleashed. I really want to, basically has been developing for the last couple of years. It's become becoming a lot who means stream for us in our offerings. And this year we really are taking it being stream. So it's kinda like unleashing it where everybody can genuinely use a truly use it from the data data management. Active >> clarity is a great team. I mean plays on Claire, But this is what we're starting to see. Some visibility into some clear economic benefits, business benefits, technical benefits, kind of all starting to come in. How would you categorize those three years? Because, you know, that's generally the consensus these days is that what was once a couple years ago was like foggy. When you see now you're starting to see that lift. You see economic, business and technical benefits. >> To me, it's all about economic and business. Anniversary technology plays a role in driving value for the business, my gramophone believing that right? And if you think about some of the trans today, right, ah, billion users are coming into play. That he be assisted by data is doubling every year. You know, the volume of data and and amount ofthe amount off. And I obviously business users today. I mean, when I run a business I want, I always say, tomorrow's data yesterday to make a decision. Today it's just in time, and that's where it comes into play. So our goal is to help organizations transformed themselves truly, you know, be more productive, produce operational cost by the government and compliance that's becoming such a mainstream topic. It's not just basically making analytical decisions. How do you make sure that your data is safe and secure? You don't want to get basically hit by any of these cyberattacks. They're all coming after data. So governance and compliance of data that's becoming but in the end got stored on the >> data thing. Yeah, I wanna get your reactions. You mention some shots like some stats here. Date explosion fifteen point three's added bytes per year in traffic, five million business data users and growing twenty billion connected devices. One billion workers will be assisted by learning. So no thanks for putting those stats, but I want to get your reactors. Some of these other points here, eighty percent of enterprises air that we're looking at multi cloud. They're really evaluating their where the data sits in that kind of equation short. And then the other thing is that the responsibility and role of the chief data? Yes, these air new dynamic. I think you guys will be addressing that. And because organizational stuff dynamics, skill, gaps are issues. But also you have multi clouds form. >> And that's a big thing. I mean, look thin. The old World John hatred Unite is always too large in the price is right, and it's going to stay here. In fact, I think it's not just cloud. Think of it this way, one promised. Ilya is not going away. It's producing in school. But then you have this multi cloud world sassafras pass halves infrastructure. If I'm a customer, I want to do all of it. But the biggest problem comes, you said, is that my data is everywhere. How do I make sense of it? And then how do I go on it like my customer data sitting somewhat in this *** up in that platform in this on prime application transaction after running hardware Connect three. And how do I make sense? It doesn't get. I can have a governance and control around it. That's where data management becomes more important but more complex. But that's where it comes into making it easier. One of the things we've seen a lot of you touched upon is the rise of the Sirio. In fact, we have Danielle from the Sanchez, a CD off Mr North America on Main Stage, talking about her rule and how they've leveraged data to transform themselves. That is something we're seeing a lot more because you know, the rule of the city or making sure there is, You know, not only a sense of governance and compliance, a sense of how to even understand the value of dude across an enterprise again. I see one of the things we're gonna talk about this. It's old system thinking around data. We call it system, thinking three daughter data is becoming a platform C. There was always that the hard way earlier, whether it is server or computer. We believe that data is becoming a platform in itself. Whether you think about it in terms of scary, in terms ofthe governance, in terms of e i times a privacy, you have to think of data as a platform. That's the that's the other. But >> I think that is very powerful statement, and I'd like to get your thoughts. You know, we've had many countries. Is on camera off camera around product. Silicon Valley Venture Capital. How come started to create value. One of the old adage is used to be build a platform. That's your competitive strategy. There were a platform company, and >> that was a >> strategic competitive advantage that is unique to the company. And they created enablement. Facebook's a great example. Monetize all the data from users. Look where they are short. If you think about platforms today, Charlie, it seems to be table stakes. Not as a competitive is more of a foundational element of all businesses, not just startups enterprises. This seems to be a common thread. Do you agree with that that platforms were becoming table stakes? Because if we have to think like systems people, whether it's an enterprise show supplier ballistically the platform becomes stable. States that could be on primary cloud. Your reactions >> are gonna agree that I'll say it slightly differently. Yes, I think I think platform is a critical competent for any enterprise when they think of their entire technology strategy because you can't do peace feels otherwise. You become a system integrated over your own right. But it's not easy to be a platform clear itself, right? Because it's a platform player. The responsibility of what you have to offer your customer becomes a lot bigger. So we always t have this intelligent in a platform. Uh, but the other thing is that the rule of the platform is different. It has to be very modeling and FBI driven. Nobody wants to buy a monolithic platform. I don't want as an enterprise it on my own. I'm gonna implement five years a platform you want. It's gonna be like a Lego block. Okay? You It builds by itself, not monolithic, very driven my micro services based And that's our belief that in the new World, yes, black form is very critical for youto accelerate your district transformation journeys or data driven district transformation journeys but the platform better be FBI driven micro services based, very nimble that it's not a precursor to value creation but creates value as you want. It's >> all kind of depends on the customer. Get up a thin, foundational data platform from you guys, for instance. And then what you're saying is composed off >> different continents. For example, you have a data integration platform, then you can do the quality on top. You do. You could do master data management on top. You can provide governance. You can provide privacy. You could do cataloging it all builds its not like Oh my gosh, I have to go do all these things over the course of five years. Then I'LL get value. You gotta create value all along. Today's customers want value like in two months. Three months. You don't wait for a year or >> two years. This is exactly why I think the kind of Operation Storm systems mindset that you're referring to. This is kind of enterprises. They're behaving others the way that you see on premise, thinking around data and cloud multi cloud emerging. It's a systems view of distributed computing with the right block Lego blocks >> that that's what I believe is. That's what we heard from customers. He r I spend most of my time traveling, talking to customers on my way to try to understand what customers want today. And you know some of this late and demand that they have it. They can't sometimes articulate my job. I always end up on the road most of the time just to hearing customers, and that's what they want. They want exactly appoint a platform that Bill's not monolithic, but they don't want the platform. They do want to make it easy for them not to do everything piecemeal. Every project is a data project, whether it's a customer experience project, whether it's the government's project, whether it is nothing else but an analytical. It's a data project, but you don't want to repeat it every time. That's what they want, >> but I know you got a hard stuff, but I want your thoughts on this because I've heard the word workload mentioned so many more times these in the past year. It was a tad cloud of all the cute conversation with a word workload was mentioned to be the biggest fund. Yes, work has been around for a while, but nice seeing more and more workloads coming on. Yeah, that's more important for day that we're close to being tied into the data absolutely, and then sharing data cross multiple workloads. That's a big focus. Perhaps you see that same thing. >> We absolutely see that, Onda. The unique thing that we see also that new work towards getting created and the old workloads are not going away, which is where the hybrid becomes very important. See, these serve large enterprises and their goal is to have an hybrid. So, you know, I'm running a old transaction workload over here. I want to have an experimental workload. I want to start a new book. I want all of them to talk to each other. I don't want them to become silos. And that's when they look to us to say connect the dots for me. You can be in the cloud as an example. Our cloud platform, you know, last time and fanatical will remember we talked about like it wasn't five trillion transactions a month, but it's double that it to pen trillion transaction a month growing like crazy. But our traditional workload is also still there. So we connect the dots for customers. >> I mean, thank you for coming on sharing the insights house. You guys doing well? You got three thousand developers, billions in revenue. Thanks for coming. Appreciate the insight. And looking for Adrian from Attica World. Thank you very much. Meanwhile, here inside the Cuban shot furry with cute conversation in Palo Alto. Thanks for watching.