>> Welcome to theCUBE's Virtual Coverage of Data Citizens 2022. My name is Dave Vellante and I'm here with Laura Sellers who is the Chief Product Officer at Collibra, the host of Data Citizens, Laura, welcome. Good to see you. >> Thank you. Nice to be here. >> Yeah, your keynote at Data Citizens this year focused on you know, your mission to drive ease of use and scale. Now, when I think about historically fast access to the right data at the right time in a form that's really easily consumable it's been kind of challenging especially for business users. Can you explain to our audience why this matters so much and what's actually different today in the data ecosystem to make this a reality? >> Yeah, definitely. So I think what we really need and what I hear from customers every single day is that we need a new approach to data management and our product teams. What inspired me to come to Collibra a little bit over a year ago, was really the fact that they're very focused on bringing trusted data to more users across more sources for more use cases. And so as we look at what we're announcing with these innovations of ease of use and scale it's really about making teams more productive in getting started with and the ability to manage data across the entire organization. So we've been very focused on richer experiences, a broader ecosystem of partners, as well as a platform that delivers performance, scale and security that our users and teams need and demand. So as we look at, oh, go ahead. >> I was going to say, you know, when I look back at like the last 10 years it was all about getting the technology to work and it was just so complicated, but, but please carry on. I'd love to hear more about this. >> Yeah, I really, you know, Collibra is a system of engagement for data and we really are working on bringing that entire system of engagement to life for everyone to leverage here and now. So what we're announcing from our ease of use side of the world is first our data marketplace. This is the ability for all users to discover and access data quickly and easily shop for it, if you will. The next thing that we're also introducing is the new homepage. It's really about the ability to drive adoption and have users find data more quickly. And then the two more areas of the ease of use side of the world is our world of usage analytics. And one of the big pushes and passions we have at Collibra is to help with this data-driven culture that all companies are trying to create. And also helping with data literacy. With something like usage analytics, it's really about driving adoption of the Collibra platform, understanding what's working, who's accessing it, what's not. And then finally we're also introducing what's called Workflow Designer. And we love our workflows at Collibra, it's a big differentiator to be able to automate business processes. The Designer is really about a way for more people to be able to create those workflows, collaborate on those workflows, as well as people to be able to easily interact with them. So a lot of of exciting things when it comes to ease of use to make it easier for all users to find data. >> Yes, there's definitely a lot to unpack there. You know, you mentioned this idea of shopping for the data. That's interesting to me. Why this analogy, metaphor or analogy, I always get those confused. Let's go with analogy. Why is it so important to data consumers? >> I think when you look at the world of data, and I talked about this system of engagement, it's really about making it more accessible to the masses. And what users are used to is a shopping experience like your Amazon, if you will. And so having a consumer grade experience where users can quickly go in and find the data, trust that data, understand where the data's coming from and then be able to quickly access it, is the idea of being able to shop for it. Just making it as simple as possible and really speeding the time to value for any of the business analysts, data analysts out there. >> Yeah, I think you see a lot of discussion about rethinking data architectures, putting data in the hands of the users and business people, decentralized data and of course that's awesome. I love that. But of course then you have to have self-service infrastructure and you have to have governance. And those are really challenging. And I think so many organizations they're facing adoption challenges. You know, when it comes to enabling teams generally, especially domain experts to adopt new data technologies you know, like the tech comes fast and furious. You got all these open source projects and you get really confusing. Of course it risks security, governance and all that good stuff. You got all this jargon. So where do you see, you know, the friction in adopting new data technologies? What's your point of view, and how can organizations overcome these challenges? >> You're, you're dead on. There's so much technology and there's so much to stay on top of, which is part of the friction, right? Is just being able to stay ahead of and understand all the technologies that are coming. You also look at it as there's so many more sources of data and people are migrating data to the cloud and they're migrating to new sources. Where the friction comes is really that ability to understand where the data came from, where it's moving to and then also to be able to put the access controls on top of it. So people are only getting access to the data that they should be getting access to. So one of the other things we're announcing with, with all of the innovations that are coming is what we're doing around performance and scale. So with all of the data movement, with all of the data that's out there, the first thing we're launching in the world of performance and scale is our world of data quality. It's something that Collibra has been working on for the past year and a half, but we're launching the ability to have data quality in the cloud. So it's currently an on-premise offering, but we'll now be able to carry that over into the cloud for us to manage that way. We're also introducing the ability to push down data quality into Snowflake. So this is, again, one of those challenges is making sure that that data that you have is, is high quality as you move forward. And so really another, we're just reducing friction. You already have Snowflake stood up, it's not another machine for you to manage, it's just push-down capabilities into Snowflake to be able to track that quality. Another thing that we're launching with that is what we call Collibra Protect. And this is that ability for users to be able to ingest metadata, understand where the PII data is and then set policies up on top of it. So very quickly be able to set policies and have them enforced at the data level. So anybody in the organization is only getting access to the data they should have access to. >> This topic of data quality is interesting. It's something that I've followed for a number of years. It used to be a back office function, you know and really confined only to highly regulated industries like financial services and healthcare and government. You know, you look back over a decade ago, you didn't have this worry about personal information, GDPR, and you know, California Consumer Privacy Act all becomes so much important. The cloud is really changed things in terms of performance and scale. And of course partnering for, with Snowflake, it's all about sharing data and monetization anything but a back office function. So it was kind of smart that you guys were early on and of course attracting them and as an investor as well was very strong validation. What can you tell us about the nature of the relationship with Snowflake and specifically interested in sort of joint engineering and product innovation efforts, you know, beyond the standard go-to-market stuff? >> Definitely. So you mentioned there were a strategic investor in Collibra about a year ago. A little less than that I guess. We've been working with them though for over a year really tightly with their product and engineering teams to make sure that Collibra is adding real value. Our unified platform is touching pieces of, our unified platform are touching all pieces of Snowflake. And when I say that, what I mean is we're first, you know, able to ingest data with Snowflake, which which has always existed. We're able to profile and classify that data. We're announcing with Collibra Protect this week that you're now able to create those policies on top of Snowflake and have them enforced. So again, people can get more value out of their Snowflake more quickly, as far as time to value with our policies for all business users to be able to create. We're also announcing Snowflake Lineage 2.0. So this is the ability to take stored procedures in Snowflake and understand the lineage of where did the data come from, how was it transformed, within Snowflake as well as the data quality push-down, as I mentioned, data quality, you brought it up. It is a new, it is a big industry push and you know, one of the things I think Gartner mentioned is people are losing up to $15 million dollars without having great data quality. So this push-down capability for Snowflake really is again a big ease of use push for us at Collibra of that ability to, to push it into Snowflake, take advantage of the data, the data source and the engine that already lives there, and get the right, and make sure you have the right quality. >> I mean the nice thing about Snowflake if you play in the Snowflake sandbox, you, you can get sort of a, you know, high degree of confidence that the data sharing can be done in a safe way. Bringing, you know, Collibra into the, into the story allows me to have that data quality and and that governance that I, that I need. You know, we've said many times on theCUBE that one of the notable differences in cloud this decade versus last decade I mean there are obvious differences just in terms of scale and scope, but it's shaping up to be about the strength of the ecosystems. That's really a hallmark of these big cloud players. I mean they're, it's a key factor for innovating, accelerating product delivery, filling gaps in in the hyperscale offerings. Because you got more stack, you know, mature stack capabilities and you know, that creates this flywheel momentum as we often say. But, so my question is, how do you work with the hyperscalers? Like whether it's AWS or Google or whomever, and what do you see as your role and what's the Collibra sweet spot? >> Yeah, definitely. So, you know, one of the things I mentioned early on is the broader ecosystem of partners is what it's all about. And so we have that strong partnership with Snowflake. We also are doing more with Google around, you know, GCP and Collibra Protect there, but also tighter Dataplex integration. So similar to what you've seen with our strategic moves around Snowflake, and really covering the broad ecosystem of what Collibra can do on top of that data source. We're extending that to the world of Google as well and the world of Dataplex. We also have great partners in SI's. Infosys is somebody we spoke with at the conference who's done a lot of great work with Levi's, as they're really important to help people with their whole data strategy and driving that data-driven culture and and Collibra being the core of it. >> Hi Laura, we're going to, we're going to end it there but I wonder if you could kind of put a bow on, you know, this year, the event your, your perspectives. So just give us your closing thoughts. >> Yeah, definitely. So I, I want to say this is one of the biggest releases Collibra's ever had. Definitely the biggest one since I've been with the company a little over a year. We have all these great new product innovations coming to really drive the ease of use, to make data more valuable for users everywhere and, and companies everywhere. And so it's all about everybody being able to easily find, understand and trust and get access to that data going forward. >> Well congratulations on all the progress. It was great to have you on theCUBE. First time, I believe. And really appreciate you, you taking the time with us. >> Yes, thank you, for your time. >> You're very welcome. Okay, you're watching the coverage of Data Citizens 2022 on theCUBE your leader in enterprise and emerging tech coverage.

(light music) >> Welcome to the Cube's virtual coverage of Data Citizens 2022. My name is Dave Vellante, and I'm here with Laura Sellers, who is the Chief Product Officer at Collibra, the host of Data Citizens. Laura, welcome. Good to see you. >> Thank you. Nice to be here. >> You know, your keynote at Data Citizens this year focused on, you know, your mission to drive ease of use and scale. Now, when I think about historically, fast access to the right data at the right time in a form that's really easily consumable, it's been kind of challenging, especially for business users. Can you explain to our audience why this matters so much, and what's actually different today in the data ecosystem to make this a reality? >> Yeah, definitely. So I think what we really need and what I hear from customers every single day is that we need a new approach to data management, and our product team is what inspired me to come to Collibra a little bit over a year ago, was really the fact that they're very focused on bringing trusted data to more users across more sources for more use cases. And so as we look at what we're announcing with these innovations of ease of use and scale, it's really about making teams more productive in getting started with and the ability to manage data across the entire organization. So we've been very focused on richer experiences, a broader ecosystem of partners, as well as a platform that delivers performance, scale, and security that our users and teams need and demand. So as we look at, oh, go ahead. >> I was going to say, you know, when I look back at like the last 10 years, it was all about getting the technology to work, and it was just so complicated, but please carry on. I'd love to hear more about this. >> Yeah, I really, you know, Collibra is a system of engagement for data, and we really are working on bringing that entire system of engagement to life for everyone to leverage here and now. So what we're announcing from our ease of use side of the world is first our data marketplace. This is the ability for all users to discover and access data quickly and easily, shop for it, if you will. The next thing that we're also introducing is the new homepage. It's really about the ability to drive adoption and have users find data more quickly. And then the two more areas of the ease of use side of the world is our world of usage analytics. And one of the big pushes and passions we have at Collibra is to help with this data driven culture that all companies are trying to create, and also helping with data literacy. With something like usage analytics, it's really about driving adoption of the Collibra platform, understanding what's working, who's accessing it, what's not. And then finally, we're also introducing what's called Workflow Designer. And we love our workflows at Collibra. It's a big differentiator to be able to automate business processes. The designer is really about a way for more people to be able to create those workflows, collaborate on those workflows, as well as people to be able to easily interact with them. So a lot of exciting things when it comes to ease of use to make it easier for all users to find data. >> Yes, there's definitely a lot to unpack there. You know, you mentioned this idea of shopping for the data. That's interesting to me. Why this analogy, metaphor or analogy? I always get those confused. Let's go with analogy. Why is it so important to data consumers? >> I think when you look at the world of data, and I talked about this system of engagement, it's really about making it more accessible to the masses. And what users are used to is a shopping experience, like your Amazon, if you will. And so having a consumer grade experience where users can quickly go in and find the data, trust that data, understand where the data's coming from, and then be able to quickly access it, is the idea of being able to shop for it, just making it as simple as possible and really speeding the time to value for any of the business analysts, data analysts out there. >> Yeah, I think when you see a lot of discussion about rethinking data architectures, putting data in the hands of the users and business people, decentralized data, and of course that's awesome. I love that. But of course, then you have to have self-service infrastructure, and you have to have governance. And those are really challenging. And I think so many organizations, they're facing adoption challenges. You know, when it comes to enabling teams generally, especially domain experts, to adopt new data technologies, you know, like the tech comes fast and furious. You got all these open source projects. It can get really confusing. Of course it risks security, governance, and all that good stuff. You got all this jargon. So where do you see, you know, the friction in adopting new data technologies? What's your point of view, and how can organizations overcome these challenges? >> You're dead on. There's so much technology, and there's so much to stay on top of, which is part of the friction, right? It's just being able to stay ahead of and understand all the technologies that are coming. You also look at as there's so many more sources of data, and people are migrating data to the cloud, and they're migrating to new sources. Where the friction comes is really that ability to understand where the data came from, where it's moving to, and then also to be able to put the access controls on top of it. So people are only getting access to the data that they should be getting access to. So one of the other things we're announcing with all of the innovations that are coming is what we're doing around performance and scale. So with all of the data movement, with all of the data that's out there, the first thing we're launching in the world of performance and scale is our world of data quality. It's something that Collibra has been working on for the past year and a half, but we're launching the ability to have data quality in the cloud. So it's currently an on-premise offering, but we'll now be able to carry that over into the cloud for us to manage that way. We're also introducing the ability to push down data quality into Snowflake. So this is, again, one of those challenges is making sure that that data that you have is high quality as you move forward. And so really another, we're just reducing friction. You already have Snowflake stood up. It's not another machine for you to manage. It's just push down capabilities into Snowflake to be able to track that quality. Another thing that we're launching with that is what we call Collibra Protect. And this is that ability for users to be able to ingest metadata, understand where the PII data is, and then set policies up on top of it. So very quickly be able to set policies and have them enforced at the data level. So anybody in the organization is only getting access to the data they should have access to. >> This topic of data quality is interesting. It's something that I've followed for a number of years. It used to be a back office function, you know, and really confined only to highly regulated industries like financial services and healthcare and government. You know, you look back over a decade ago, you didn't have this worry about personal information, GDPR, and, you know, California Consumer Privacy Act, all becomes so much important. The cloud has really changed things in terms of performance and scale, and of course, partnering with Snowflake, it's all about sharing data and monetization, anything but a back office function. So it was kind of smart that you guys were early on and of course, attracting them as an investor as well was very strong validation. What can you tell us about the nature of the relationship with Snowflake, and specifically interested in sort of joint engineering and product innovation efforts, you know, beyond the standard go to market stuff? >> Definitely. So you mentioned they were a strategic investor in Collibra about a year ago. A little less than that I guess. We've been working with them though for over a year really tightly with their product and engineering teams to make sure that Collibra is adding real value. Our unified platform is touching, pieces of our unified platform are touching all pieces of Snowflake. And when I say that, what I mean is we're first, you know, able to ingest data with Snowflake, which has always existed. We're able to profile and classify that data. We're announcing with Collibra Protect this week that you're now able to create those policies on top of Snowflake and have them enforced. So again, people can get more value out of their Snowflake more quickly. As far as time to value with our policies, for all business users to be able to create. We're also announcing Snowflake Lineage 2.0. So this is the ability to take stored procedures in Snowflake and understand the lineage of where did the data come from, how was it transformed within Snowflake, as well as the data quality pushdown, as I mentioned. Data quality, you brought it up, it is a new, it is a big industry push, and you know, one of the things I think Gartner mentioned is people are losing up to $15 million without having great data quality. So this push down capability for Snowflake really is, again, a big ease of use push for us at Collibra of that ability to push it into Snowflake, take advantage of the data source and the engine that already lives there, and get the right and make sure you have the right quality. >> I mean, the nice thing about Snowflake, if you play in the Snowflake sandbox, you can get sort of a high degree of confidence that the data sharing can be done in a safe way. Bringing Collibra into the story allows me to have that data quality and that governance that I need. You know, we've said many times on the Cube that one of the notable differences in cloud this decade versus last decade, I mean there are obvious differences just in terms of scale and scope, but it's shaping up to be about the strength of the ecosystems. That's really a hallmark of these big cloud players. I mean they're, it's a key factor for innovating, accelerating product delivery, filling gaps in the hyperscale offerings, 'cause you got more stack, you know, much more stack capabilities, and it creates this flywheel momentum as we often say. But, so my question is, how do you work with the hyperscalers? Like whether it's AWS or Google or whomever, and what do you see as your role, and what's the Collibra sweet spot? >> Yeah, definitely. So, you know, one of the things I mentioned early on is the broader ecosystem of partners is what it's all about. And so we have that strong partnership with Snowflake. We also are doing more with Google around, you know, GCP and Collibra Protect there, but also tighter Dataplex integration. So similar to what you've seen with our strategic moves around Snowflake and really covering the broad ecosystem of what Collibra can do on top of that data source, we're extending that to the world of Google as well and the world of Dataplex. We also have great partners in SIs. Infosys is somebody we spoke with at the conference who's done a lot of great work with Levi's, as they're really important to help people with their whole data strategy and driving that data driven culture and Collibra being the core of it. >> All right, Laura, we're going to end it there, but I wonder if you could kind of put a bow on this year, the event, your perspectives. So just give us your closing thoughts. >> Yeah, definitely. So I want to say, this is one of the biggest releases Collibra's ever had, definitely the biggest one since I've been with the company a little over a year. We have all these great new product innovations coming to really drive the ease of use, to make data more valuable for users everywhere and companies everywhere. And so it's all about everybody being able to easily find, understand, and trust, and get access to that data going forward. >> Well congratulations on all the progress. It was great to have you on the Cube, first time I believe, and really appreciate you taking the time with us. >> Yes, thank you for your time. >> You're very welcome. Okay, you're watching the coverage of Data Citizens 2022 on the Cube, your leader in enterprise and emerging tech coverage. (light music)

>> Announcer: From San Francisco, It's theCUBE Covering Accenture Tech Vision 2020. Brought to you by Accenture. >> Hey welcome back, everybody. Jeff Frick here with theCUBE. We are high atop San Francisco, the 33rd floor of the Salesforce building. This is the San Francisco Accenture innovation hub, and we're really excited to have our next guest. She runs all the innovation hubs in all the Americas. It's Mary Hamilton, the managing director of Accenture Labs for Accenture. Mary, great to see you. We saw you last year. >> Great to see you, yes. >> Great to be back. >> But now you've had this place open for a year. Last year was the grand opening I think. >> It was, it was, and now we're doing all kinds of crazy new things here in our labs and in the hub. >> Yeah, that's great. So we've talked before that, you know, Paul and Mike and the team, they've put together this great vision document. It's very provocative and forward-looking and I think it is actually really thought-provoking. That's great, and we're going to have a nice party here and they're going to present, but how do we get this from this pretty piece of paper into my company or into your clients' companies? How do you and the innovation hub help them execute? >> Yeah, it is my job to bring this to life, all right? So it's all about, how do I do applied research, and how do I do that for our clients in a real way with new and emerging technologies? >> Jeff: Right. >> And so we take all of this vision and say, you know, what are the next round of technologies, and how do we think about it in new and different ways, and how do we do that in kind of a sustained, ongoing innovation direction? >> Right, right. So, you guys work with giant companies. They have millions, if not billions of R&D budgets. Where do you fit and how do you augment that? What's kind of the value add that your special asset brings to this huge investment that they're already making? >> Absolutely, so I think what we bring is the combination of everything that's here in this hub. So we've got business research. You know, what are the paradigms and the trends that we're seeing that are shifting society, politics, economics, and technology? We've got the technologists that are partnering with universities, partnering with startups. You know, think about how we view open innovation. And then, how do we actually build that for real, and how do we do it with that industry lens. We're so fortunate that, you know, out of the 500 thousand people we have here, we have deep, deep, industry expertise. So it's really about bringing all those pieces together and then working with those clients to say, how do we augment? How do we shape your future? How do we figure out what direction to go in, create that roadmap, and then together start to turn the crank on innovation from ideation all the way up through scale, and I think that's something pretty unique that we do really well. >> Right, and is it driven kind of top down from the CEO who says I have innovation kind of prerogative, go forth and innovate? Or do you see it more kind of with product groups that are trying to potentially go a slightly different direction, or incorporate some new technology? How does that actually work, or what are some of the models that you see that are successful, I guess? >> Yeah, and I would say yes, uh, all of those. >> Of course. >> You know, we do some big strategic things that are, you know, our CEO, you know, our client CEO coming together and say, you know, we're rethinking mobility. We're rethinking, you know, how we're going to shape our future, what are extended businesses that we've never thought of before? How do we go from a products to a services company? So there's, you know, the big CEO visions that trickle down, you know. We help them through strategy, through innovation, through the technology pieces to deliver that, and then there's also sort of that grassroots. You know, lab to lab pairing up and saying, okay. Let's create a partnership that, you know, you bring kind of the industry lab piece and we'll bring, you know, our technology labs and the work that we do, and come together to create that relationship. >> Right. >> So we've done both. (laughs) >> They're getting ready to start the program as you can tell. >> Mary: I know. (laughs) >> But I got to get a couple more questions. So there's a lot of different types of technology labs that you guys have in here. You've got a really cool quantum computing thing upstairs. You've got VR and AR and all these different things, but I know your passion, you talk about it every time I see you, is material science, >> Mary: It is. and, you know, I don't think if people, cause it's kind of under the covers, if you will, really appreciate the science advancements that are happening with materials, so when you think of kind of material science, how it's moving, and the opportunities that that's opening up just in the technology of the materials themselves, what gets you excited? What are some of the things that people should know about that maybe they're not paying attention to? >> Yeah, well, so first of all, I'm excited about it because that was my degree in college, and I never thought I would use it here at Accenture. (laughs) >> Jeff: Good lesson for those watching at home. >> Yeah, so I used to you know, work in a wet lab and build hydro gels and all kinds of cool, um... So this has been a journey for me, but what I'm really excited is this is a space that you wouldn't think of Accenture playing in normally, right? You wouldn't think of us having this expertise, but when you think about the proliferation of sensors that we think about today, material science allows you to start to do some of the same things that we see with sensors, and even actuators, but at the molecular level, and we can start to do it at a different scale than what's available today, whether it's at a really small scale, or really big scale with coatings, right, or even paint, that start to create really, truly interactive, connected spaces. You know, we all talk about IOT and connected spaces and connected buildings, and that's great, but imagine if everything's connective, like the walls, the floor, your clothing, and you can start to almost in a way have a conversation with the space, right? >> Jeff: Right, right. >> Have an interaction that's super personalized based on everything that's happening. You know, the environment understands everything that's going on, and ideally if we start to apply our research with AI, can start to understand well, what's your intent? What's the context? And then, how do you actually shape and create a super, super personalized experience? >> So just so people understand what you just said, well, let me make sure I understand. Now, you're talking about like in a coating, so instead of a sensor or many sensors, the actual coating, say inside of a pipe that you're trying to keep track of, the whole coating becomes one big sensor? >> Mary: That's right, exactly. >> Yeah, that's a pretty big game changer. (laughs) >> Yeah, yeah. >> And are you seeing the implementation? I mean, what are some of the ones that are actually out in the field today that people probably, you know, are rolling over, walking by, touching, and have no clue that they're really interacting with material science as opposed to electronics, for instance? >> It's still pretty early days, so this is why it's in our incubation stage, and we're playing with things like skin tattoos, right? You've probably, I dunno if you've seen Beyonce's. You know, have those gold leaf tattoos? Well we can do those same cool tattoos but make them controllers for your space, or you know the Levi's jacket that has the jacquard, we actually now have in house one of the teams that worked on that, and so, you know, we're starting to see, you know, in actual clothing, the ability to use that material science, conductive thread to create a whole new way of interacting. (laughs) >> Wow. >> Which is really, really cool, and then, you know, we're thinking about, you know, how do you create those advances? If you can use a stretchy polymer that understands when it's being stretched, you can start to apply that to, you know, maybe an armband or an elbow brace that for physical therapy understands how much you're bending your arm, and are you doing your physical therapy in the right way, so instead of, you know, once or twice going in your doctor and checking, you know, how are things going? >> Jeff: Right, right. >> They can have real time constant updates in a pretty lo-fi way, but it's through these new smart materials. >> Right, such cool stuff. >> Yeah. >> It's like, look at the smile. You love this stuff. >> (laughs) I do. >> All right, well we got to let you go, cause they're getting ready to kick off the big thing. >> I'm getting left behind! (laughs) >> And I don't want to get you the kick, so thank you for taking a few minutes, and thanks for having us back, and congrats to you and the team. >> Thank you, super fun and thanks for having me. >> All right, she's Mary, I'm Jeff. You're watching theCUBE with the Accenture Tech Innovation 2020 launch. Check it out online. They'll have all the stuff. It'll make you think, and thanks for watching. We'll see you next time. (energetic theme music)

>> From Cambridge Massachusetts, it's the CUBE, covering MIT Chief Data Officer and Information Quality Symposium 2019. Brought to you by silicon angle media. >> Welcome back to Cambridge Massachusetts everybody you're watching the cube. The leader in live tech coverage. The cubes two day coverage of MIT's CDOIQ. The chief data officer information quality event. Thirteenth year we started here in 2013. I'm Dave Vallante with my co-host Paul Gillin. Veda Bawo. Bowo. Bawo. Sorry Veda Bawo is here. Did I get that right? >> That's close enough. >> The director of data governance at Raymond James and Althea Davis the former chief data officer of ING bank challengers and growth markets. Ladies welcome to the cube thanks so much for coming on. >> Thank you. >> Thank you. >> Hi Vita, talk about your role at Raymond James. Relatively new role for you? >> It is a relatively new role. So I recently left fifth third bank as their managing director of data governance and I've moved on to Raymond James in sunny Florida. And I am now the director of data governance for Raymond James. So it's a global financial services company they do asset wealth management, investment banking, retail banking. So I'm excited, I'm very excited about it. >> So we've been talking all day and actually several years about how the chief data officer role kind of emerged from the back office of the data governance. >> Mmm >> And the information quality and now its come you know front and center. And actually we've seen a full circle because now it's all about data quality again. So Althea as the former CDO right is that a fair assessment that it sort of came out of the ashes of the back room. >> Yeah, I mean its definitely a fair assessment. That's where we got started. That's how we got our budgets that's how we got our teams. However, now we have to serve many masters. We have to deal with all of the privacy, we have to deal with the multiple compliancies. We have to deal with the data operations and we have to deal with all of the new, sexy emerging technologies. So to do AI and data science you need a lot of data. You need data rich. You need it to be knowledge management, you need it to be information management. And it needs to be intelligent. So we need to actually raise the bar on what we do and at the same time get the credibility from our sea sweet peers. >> Well I think we no longer have the. We don't have the luxury of being just a cost center anymore . >> No. >> Right, we have to generate revenue. So it's about data monetization. It's about partnering with our businesses to make sure that we're helping to drive strategy and deliver results for the broader organization. >> So you got to hit the bottom line. >> Yeah. >> Either raise revenue or cut costs >> Yeah absolutely >> You know directly that can be tangibly monetized. >> Exactly keep them out of jail. Right. Save money >> That too. >> Save money, make money. (inaudible laughter) keep them out of jail. >> Like both CDO's you do not study for this career path because it didn't exist a few years ago. So talk about your backgrounds and how you came to come into this role Veda. >> Yeah absolutely so you know you talked about you know data kind of starting in the bowels of the back office. So I am that person right. So I am an accountant by training. So I am the person who is non legally entity controllership by book journal entries I've closed the books. I've done regulatory reporting so I know what it feels like to have to deal with dirty data every single month end, every single quarter end right. And I know the pain of having to cleanse it and having to deal with our business partners and having experienced that gave me the passion to want to do better. Right so I want to influence my partners upstream to do better as well as to take away some of the pain points that my teams experiencing over and over again it really was groundhog day. So that really made me feel passionate about going into the data discipline. Right and so you know the benefit is great it's not an easy journey but yeah out of accounting finance and that kind of back office operational support was boring right. A data evangelist and some passionate were about it. >> Which made sense because you have to have quality. >> Absolutely. >> Consistency. You have to have so called single version of the truth. >> Absolutely because you look regularly there's light for the financial reports to be accurate. All the time. (laughter) >> Exactly >> How about you? >> I came at it from a totally different angle. I was a marketeer so I was a business manager, a marketeer I was working with the big retail brands you know the Nikes and the Levi's strauss's of the world. So I came to it from a value chain perspective from marketing you know from rolling out retail chains across Europe. And I went from there as a line management position and all the pains of the different types of data we needed and then did quite a bit of consulting with some of the big consultancies accenture. And then rolled more into the data migration so dealing with those huge change projects and having teams from all of the world. And knowing the pains what all of the guys didn't want to work on. I got it all on my plate. But it put me in position to be a really solid chief data officer. >> Somebody it was called like data chicks or something like that (laughter) and I snuck in I was like the lone >> Data chicks >> I was like the lone data dude >> You can be a data chick. It's okay no judgement here. >> And so one of the things that one of the CDO's said there. She was a woman obviously. And she said you know I think that and the stat was there was a higher proportion of women as CDO's than there were across tech which is like I don't know fifty seventeen percent. And she's positive that the reason was because it's like a thankless job that nobody wants and so I just wonder as woman CDO your thoughts on that is that true. >> Well first of all we're the newest to the table right so you're the new kid on the block it doesn't matter if you're man or woman you're the new kid on the block so you know the CFO's got the four thousand year history behind him or her. The CIO or CTO they've got the fifty, sixty year up on us. So we're new. So you have to calve out your space and I do think that a lot of women by nature like to take on things big. To do things that other people don't want to do. So I can see how women kind of fell into that. But, at the same time you know data it's an asset and it is the newest asset. And it's definitely misunderstood. So I do think that you know women you know we kind of fell into it but it was actually something that happened good for women because there's a big future in data. >> Well let's just be realistic right. Woman have unique skillset. I may be a little bias but we have a unique skillset. We're able to solve problems creatively. Right there's no one size fits all solution for data. There's no accounting pronouncement that tells me how to handle and manage my data. Right I have to kind of figure it out as I go along and pivot when something doesn't work. I think that's something that is very natural to women. >> Yeah. >> I think that contributes to us kind of taking on these roles. >> Can I just do a little survey here (laughter) We hear that the chief data officer of function is defined differently at different organizations. Now you both are in financial services. You both have a chief data function. Are you doing the same thing? (laughter) >> Absolutely not! (laughter) >> You know this is data by design. I mean I'm getting lucky I've had teams that go the whole gammon right so. From the compliancy side through to the data operations through to all of the like I said the exotics, sexy you know emerging technologies stuff with the data scientists. So I've had the whole thing. I've also had my last position at ING bank I had to you know lead a team of chief data officers across three different continents Australia, Asia and also Eastern and Western Europe. So it's totally different than you know maybe another company that they've only got to chief data officer working on data quality and data governance. >> So again another challenge of being the new kid on the block right. Defining roles and responsibilities. There's no one globally, universally accepted definition of what a chief data officer should do. >> Right >> Right is data science in or out are analytics in or out. Right. >> Security sometimes. >> Security right sometimes privacy is it or out. Do you have operational responsibilities or are you truly just a second line governance function right? There's a mixed bag out there in the industry. I don't know that we have one answer that we know for sure is true. But I do know for sure is that data is not an IT function. >> Well okay. That's really important. >> It's not an IT asset. >> Yeah. >> I want to say that it's not an IT asset. It is an information asset or a data asset which is a different asset than an IT asset or a financial asset or a human asset. >> But and that's the other big change is that fifteen. Ten to fifteen years ago data was assumed to be a liability right. >> Mmm. >> Federal rules set up a civil procedure we got to get rid of the data or you know we're going to get sued. Number one and number two is that data because it's digital you know people say data is the new oil. I always say it's not. It's more important than oil. >> It's like blood. >> Oil you can only use in one use case. Data you can reuse over and over again. >> Reuse, reuse perpetual. It goes on and on and on. And every time you reuse it the value increases. So I would agree with you it is not the new oil. It is much bigger than that and it needs to I mean I know from some of my colleagues in the profession. We talk about borrowing from other more mature disciplines to make data management, information management and knowledge management much more robust and be much more professional. We also need to be more professional about it as the data leaders. >> So when you're a little panel today. One of the things that you guys addressed is what keeps the CDO up at night. >> Yes >> I presume it's data. (laughter) >> No, no, no. >> It's our payers that don't get it. (laughter) >> That's what keeps us up at night. >> Its the sponsors that keep us up at night. (laughter) So what was that discussion like? >> So yeah I mean it was a lively discussion. Um, great attendance at the panel so we appreciate everyone who came out and supported. >> Full house. >> Definitely a full house. Great reviews so far. >> Yep. >> Okay, so the thing that definitely keeps folks up at night and I'm going to start with my standard one which is quality. Right you can have all of the fancy tools, right you can have a million data scientists but if the quality is not good or sufficient. Then you're no where. So quality is fundamentally the thing that the CDO has to always pay attention to. And there's no magic you know pill or magic right potion that's going to make the quality right. It's something that the entire organization has a rally around. And it's not a one thing done right it has to be a sustainable approach to making sure the quality is good enough so that you can actually reap the benefits or derive the value right from your data. >> Absolutely and I would say you know following on from the quality and I consider that trustworthiness of the data. I would say as a chief data officer you're coming to the table. You're coming to the executive table you need to bring it all so you need to be impactful. You need to be absolutely relevant to your peers. You also need to be able to make their teams in a position to act. So it needs to be actionable. And if you don't have all of that combination with the trustworthiness you're dead in the water. So it is a hard act and that's why there is a high attrition for chief data officers. You know it's a hard job. But I think it's very much worthwhile because this particular asset this new asset we haven't been able to even scratch the surface of what it could mean for us a society and for commercial organizations or government organizations. >> To your point it's not a technology problem when Mark Ramsay who was surveying the audience this morning. He said you know why have we had so many failures and the first hand that went up said. It's because of relations with the database. >> And I wanted to say it's not a technology problem. >> It's a hearts, minds and haves >> Absolutely. Absolutely. You couldn't make an impact to your data landscape without changing your technology. >> You said at the outset how important it is for you to show a bottom line impact. >> Right >> What's one project you've worked on or that you've led in your tenure that did that. >> If we're talking about for example I can't say specifics but if we're looking at one of institutions I worked at in an insurance firm and we looked at the customer journey. So we worked with some of the different departments that traditionally did not get access to data for them to be able to be effective at their jobs. But they wanted to do in marketing was create actually new products to make you know increase the wallet from the existing customers other things they wanted to do was for example, when there were problems with the customers instead of customer you know leaving you know the journey they were able to bring them back in by getting access to the data. So we either gave them insight like you know looking back to make sure that things didn't happen wrong the next time or we helped them giving them information so they could develop new products so this is all about going to market. So that's absolutely bottom line. It's not just all cost efficiency and products to begin . >> Yeah pipeline. (laughter) >> And that's really valid but you know. >> Absolutely so I'll give you one example where the data organization partnered with our data scientists. To try to figure out the best location for various branches. For that particular institution. And it was taking right trillions of data points right about current footprint as well as other information about geographic information that was out there publicly available. Taking that and using the analytics to figure out okay where should we have our branches, our ATM's etc... and then conslidating the footprint or expanding where appropriate. So that is bottom line impact for sure. >> I remember in the early part of the two thousands I remember reading a Harvard business review article about gut feel trumps data every time. But that's an example where no way. >> Nope. >> You could never do better with the gut than that example that you just gave. >> Absolutely. >> Veda. I want to ask you a question. I don't know if you've heard Mark Ramsays talk this morning but he sort of. He sort of declared that data governance was over. >> Mmm. >> And as the director of data governance >> Never! >> I wondered if you would disagree with that. >> Never! >> Look. >> Were you surprised? >> It's just like saying that I should stop brushing my teeth. Right I always will have to maintain a certain level of data hygiene. And I don't think that employees and executives and organizations have reached a level of maturity where I can trust them to maintain that level of hygiene independently. And therefore I need a governance function. I need to check to make sure you brush your teeth in the morning and in the evening. Right and I need you to go for your annual exam to make sure you don't have any cavities that weren't detected. Right so I think that there's still a role for governance to play. It will evolve over time for sure. Right as you know the landscape changes but I think there's still a role right for like governance. >> And that wasn't my takeaway part. I think he said that basically enterprise data warehouse fail massive data management fail. The single data model failed so we punted to governance and that's not going to solve the enterprise data problem. >> I think it's a one leg in the stool. It's one leg in the stool. ` >> Yeah I think I would really sum it up as a monolithic data storage approach failed. Like that. And then our attention went to data governance but that's not going to solve it either. Look, data management is about twelve different data capabilties it's a discipline so we give the title data governance but it means multiple things. And I think that if we're more educated and we have more confidence on what we're doing on those different areas. Plus information and knowledge management then we're way ahead of the game. I mean knowledge graphs and semantics. That puts companies you know at the top of that you know corporate inequality gap that we're looking at right now. Where you know companies are you know five and thousand times more valuable then their competition and the gap is just going to get bigger considering if some of those companies at the bottom of the gap are you know just keep on doing the same thing. >> I agree I was just trying to get you worked up. (laughter) >> Well you did. >> It's going to be a different kind of show. >> But that point you're making. Microsoft, Apple, Amazon and Google, Facebook. Top five companies in terms of market cap. And they're all data companies. They surpass all the financial services, all the energy companies, all the manufacturers. >> And Alibaba same thing. >> Oh yeah. >> They're doing the same thing. >> They're coming right up there. With four or five hundred billion. >> They're all doing the knowledge approach. They're doing all of this stuff and that's a much more comprehensive approach to looking at it as a full spectrum and if we keep on in the financial industry or any industry keep on just kind of looking at little bits and pieces. It's not going to work. It's a lot of talk but there's no action. >> We are losing right. I know that Fintechs are right fringing upon are territory. Right if Amazon can provide a credit card or lend you money or extend you credit. They're now functioning as a traditional bank would. If we're not paying attention to them as real competitors. We've lost the battle. >> That's a really important point you're making because it's all digital now. >> Absolutely. >> You used to be you'd never see companies traverse industries and now you see it Apple pay and Amazon and healthcare. >> Yeah. >> And government organizations teaming up with corporations and individuals. Everything is free flowing so that means the knowledge and the data and the information also needs to flow freely but it needs to be managed. >> Now you're into a whole realm of privacy and security. >> And regulations right. Regulations for the non right traditional banks. So we're doing banking transactions. >> Do you think traditional banks will lose control over the payment systems? >> If they don't move with the time they will. If they don't. I mean it's not something that's going to happen tomorrow but you know there is a category of bank called Challenger banks so there's a reason. You know even within their own niche there's a group of banks. >> I mean not even just payments right. Think about cash transactions like if I do money transfer am I going to my traditional bank to do it or am I going to cashapp. >> I think it's interesting particularly in the retail banking business where you know one banking app looks pretty much like other and people don't go to branches anymore and so that brand affinity that used to exist is harder and harder to maintain and I wonder what role does data play in reestablishing that connection. >> Well for me right I get really excited and sometimes annoyed when I can open up my app for my bank and I can see the pie chart of my spending. They're using my data to inform me about my behaviors sometimes a good story, sometimes a bad story. But they're using it to inform me. That's making me more loyal to that particular institution right so I can also link all of my financial accounts in that one institutions app and I can see a full list of all of my credit cards, all of my loans, all of my investments in one stop shopping. That's making me go to their app more often versus the other options that are out there. So I think we can use the data in order to endear the customer source but we have to be smart about it. >> That's the accountant in you. I just refuse to not look. (laughter) >> You can afford to not look. I can't. >> Thank you. >> Thanks for riling us up. >> Alright thank you for watching everybody we'll be right back with our next guest right after this short break. You're watching the cube from MIT in Boston, Cambridge. Right back. (atmospheric music)

>> Welcome back, everyone. We we are here live in our Palo Alto studios with theCUBE. I'm John Furrier, the host of today's special digital event, hybrid, cloud and IT analytics for digital business. This is our one-on-one segment with Umair Khan, principal product marketing manager at CA Technologies. Where we get to do a drill-down. He's got a special product, UIM. We're going to talk about unified management. Umair, great to see you. Nice shirt, looking good, same as mine. I got the cuff links. >> I know, we think alike and have the same shirt. >> Got the cloud cufflinks. >> You got to get me one of those. (laughs) >> Good to see you. >> Good to see you. >> Hey, I want to just drill down. We had the two keynote presenters, Peter Burris, we'll keep on the research perspective and then kind of, where you guys tie in with your VP of Product Management, Sudip Datta, and interesting connection. Peter laid out the future of digital business, matches perfectly with the story of CA, so interesting. More importantly, it's got to be easy, though. How are you guys doing? I want to drill down to your product, UIM. Unified management, what is that? Unified infrastructure management. What's making it so easy? So, like you said, it's unified infrastructure management. It's a single product to monitor your cloud, your on-prem, your traditional and your entire stack, be it compute layer, storage layer, application services layer. It's a single product to monitor it all, so a) you get a single view to resolve problems, and at the back end, people tend to underestimate the time it takes to configure different tools, right? Imagine a different tool for cloud, different tool for public cloud too that you use, I'm not going to name vendors. Traditional environment you have, or maybe one silo group is using hybrid infrastructure, right? So configuring those, managing those, it's tough. And having a single console to deploy monitoring configuration in the same time monitor that infrastructure makes it easy. >> You and I were talking yesterday, before we came here and were doing a dry run, about cars. >> Yeah. >> And we were talking about the Tesla is so cool compared to an older car, but it's got everything in there. It's got analytics, it's got data, but it's a car. The whole purpose is to drive. It has nothing to do with IT, yet it's got a ton of IT analytics in it. How is business related to that? Because you could almost say that the single pane of glass is analytics. It's almost like Tesla for the business. The business is the car. How do you view that, because you have an interesting perspective. I want to get your take on that. >> Absolutely. So I've seen a lot of people giving examples as well, but I think cars of today is a great example of how monitoring should be, right? Cars, yes, it's still about the look and feel and the brand, but when you're sitting in the car now you expect a unified view. You want blind spot detector, you want collision detector, everything there. Even your fuel gauge, it shouldn't tell you how much is left, it should tell you how much mileage is left, right? Everything is becoming more intelligent. And you know Peter talked about the importance of expedience in the digital business, so IT team needs that visibility, that end-to-end unified view, just like in a modern car, to avoid any blind spots and resolve issues faster, and at the same time, it has to be more proactive and predictive in nature. So that collision detection, all the car companies these days have a commercial on safety features, collision detection, and same with IT. They need to have that ability to use intelligent monitoring tools to be able to resolve issues before the customer experience suffers. And one of our customers says, if someone opened a service desk ticket, that means everyone knows about the issue. I need to be resolving that issue before the service desk ticket is issued, right? >> You don't see Tesla opening up issues, "Hey, you're on the freeway, slow down." But this is important. I mean, Tesla was disruptive because they didn't just build a car and say "bolt on analytics." They took holistic, proactive view of the car experience with technology and analytics in mind to bring that tech to the table. That's similar to the message that we heard from Peter and Sudip about analytics. It's not just a thing you bolt on anymore. You got to think about the outcome of what you're trying to do. >> Exactly. >> That really is the key. And how does that unified infrastructure management do that? >> So it's all about unifying all different, today's digital businesses are adopting a lot of technologies. Every developer has their own stacks. As an IT ops person, you don't want to be someone who says, "you cannot adopt this cloud" or, "you do not adopt this technology." You should be flexible enough to whatever stack they have. You should be able to monitor that infrastructure for them, get yourself a unified view to resolve issues faster. But at the same time, provide your dev teams the flexibility of choosing the stack they like. >> A lot of IT ops guys are impacted and energized, quite frankly, by the future that's upon us with all these opportunities, but the realities of having uptime is a for opsis key and also enabling new (mutters) like IOT. The question for you is, who is most impacted in the enterprise organization or in IT operations, by your modern analytics products and visions? >> So I think there are two groups, right? One is the traditional VP of IT infrastructure, IT operations, so he has a lot of concerns about his infrastructure is becoming more and more dynamic, more complex, clouds are being adopted, businesses talking about expedience, right? So he needs a modern approach to get that end-to-end picture and make sure there are no blame games happening between different groups, and resolve issues really proactively. And at the same time, his tool and his analytics approach need to support modern infrastructures, right? If businesses wants to adopt cloud-based technologies, he needs to be, or she needs to be, able to provide that monitoring, needs to cover that approach as well. >> Is there one that pops out that you see growing faster in terms of the persona within IT? Because we hear Sudip talk about network, which we all want the network to go faster. I mean, you can't go to to Levi's Stadium or any kind of place and people complain about wifi. My kids are like, "Dad, the network's too slow." But in IT, network's critical. But only up to the app, so it's a bigger picture than that. Is there one persona that's rising up that you see that really hones in on this message of this holistic view of looking at modern analytics? >> I think rules are changing overall in IT, right? The system admin is becoming cloud admin, or the dev ops guy, so I think it's getting more and more collaborative. Roles will be redefined, reengineered a bit to meet the needs of modern technologies, modern companies, and so on. And we're also seeing the rise of a site reliability engineer, right? Because he's more concerned about reliability versus individual component. To him an app might be bad because of the network, because of the application itself, or the infrastructure that runs it. >> Okay, what does the UIM stand for and how does that impact in the overall stack? >> So UIM is our unified, as I mentioned before, unified infrastructure management product that's the most comprehensive solution on the market. If you look at technology support from your public-private cloud-based infrastructures like Amazon, Azure, or your hyperconverge. You can also call them private cloud, like mechanics, and being variable stack, or your traditional IT as well, from your (mutters) environments or from your Cisco environments, Cisco UCS, or anything. So it really gives that comprehensive solution set, and at the same time it provides an open architecture if you wanted to monitor some technology that we don't provide support for, it allows you to monitor that. And again, because of that, people are able to resolve issues faster, they're able to improve mean time to repair, and at the same time, I'll reemphasize the configuration part, right? Imagine you have multiple tools for each silos, then you need to configure that. In a dev ops world, you have to release applications faster, but you cannot deploy an application without configuring the monitoring for it, right? But if the infrastructure monitoring guys are taking three or four days to configure monitoring, then the entire concept of dev ops falls apart. So that's where UIM helps too. It really helps ops deploy configurations a lot faster through out-of-the-box templates in a unified approach across hybrid stacks. >> And developers want infrastructure as code, that's clear as day, and now they want great analytics. Okay, so I got to ask you the use case. I got to drill down on use cases, specifically, for the folks watching, whether they're maybe a CA customer in the past or one now, or not yet a customer. Where are you winning? Where is CA actually winning right now? How would talk about the specific use cases where it's a perfect fit and where you've got beachhead and where you can go. >> No, I think the places we typically win really well is as companies become more hybrid, if they're starting up in cloud-based infrastructures, they all of a sudden realize that the monitoring approach for traditional infrastructure is really not for cloud. The more technology that (mutters), you started with cloud and you want to adopt containers, and you start adding these monitoring tools. All of a sudden you realize this approach cannot work. I'm creating more silos, I don't the internal visibility and these infrastructures are more dynamic, going up and down all the time. I need a modern tool, modern approach. So typically, when you have hybrid infrastructures, we typically win there. And I think of a large insurance company as well, where initially we started working with them, and initially they had a lot of different tools that they worked on-- >> I think we actually have a slide for this. Can you pull that up on the thing here, the slide. Before you get to the insurance company, I want to get the graphic up. There it is. So we had the global 500 company, go ahead, continue. >> So basically worked with a global 500 insurance company. They had the same kind of issue, right? A lot of different technologies being adopted, cloud being adopted by a lot of the application team, and they wanted to really scale the business, digitize the business, but they didn't want the monitoring to get in the way. Right, so they implemented UIM, and they significantly improved mean time to repair and the time they spent in monitoring tools, right? That's the biggest thing. IT while monitoring may sound cool, but it's, the IT wants to work in modern innovative stuff. They want to stare at a screen, spending time and creating scripts and monitoring. So it really gave them the ability to get you the single tool to monitor increasingly complex and hybrid infrastructure. >> So you guys also ran a survey, also validated by Tech Validate, which is a third party firm which surveys top IT folks, on the three important ITOA, IT analytics solutions, correlation of data across apps, infrastructure, and network, 78%. Full stack visibility with in-context log monitoring and analysis, 65%. Ability to scale in high volume environments. So interesting how those are the top three. Kind of speaks to the conversation Peter Burris and I had. Lot of data (laughs), okay, multiple stack issues, so you're talking about a holistic view. What's the importance of these top three trends? >> I think a lot of companies miss out when they only monitor a silo, right? Even when I talk about our unified product, it's unified infrastructure. Even within infrastructure, there's so many components. You have to unify them, and that's the UIM work. But as Sudip mentioned, we have one of the biggest portfolio in the market. We're not only good at unified infrastructure, but also the network that connects that infrastructure to the application, and the application itself, right? The mobile application, the user experience of it, and the code-level visibility that you need. So as the survey mentioned, one of the biggest issues that companies have is they want to aggregate this data from app, network, and infrastructure. And at CA we are uniquely positioned because we have products in all three areas. I think typically no vendor covers all three areas and we're tying these together with more contextual analytics, which includes log which we released a while back, and I love to give the example of logs as well, right? People even monitor logs in a silo. But the value of using log together with performance is performance tells you a system is slow, okay, but logs tell you why. So it's using context together with your performance across app, infra, and network, really helps you solve these problems. >> Well, the Internet of Things and the car example we use also takes advantage of potential log data because data exhaust could be sitting around, but with realtime it could be very relevant. Okay, so let's move on to some of the kudos you're getting. Customers recognize CA as a leader in ITOA, IT analytics, operational analytics. 82% of organizations agree with the following, little thumb-up there. "CA has the breadth and depth of monitoring expertise to deliver the cross-correlation of IT operation analytics data from app to infrastructure to network. I buy the vision. I'm going to challenge you on this. What's the most important thing you got that this survey says? Because that's a huge number. Some might challenge that number. So I'm going to challenge that. Why is that number so important, and describe how it's reached. >> So I think it's some of our customers that have bought the belief of this, right, because we have in the portfolio an application performance like I mentioned, infrastructure performance with UIM, our net ops product portfolio, we are the only vendor in the market with that holistic set of products and experience in all three areas. So that really positions us uniquely. If you pick up any vendor out there, they either started on the app side, just started going on the infrastructure side, or they're a pure network player, starting to go infra and trying to get into app. But we are the vendor that has all three, and now we are bringing all of these three areas together through our operation intelligence platform that Sudip mentioned. >> Okay, so go to the next slide here. This one here is kind of chopped down, so move to the next one, you can come to that, look at that, later. This is the one I want to talk about, because retail is huge. We cover retail as a retail analyst firm, but retail does have a lot of edge components to it. It's heavily data-driven, evolving realtime from wearables to whatever. I mean, it's just going crazy. So it's turbulent from a change standpoint, but it's heavily IT operations driven. Why is this important? It says "Global 500 retail company was spending too much time in issue resolution. They lacked end-to-end visibility across cloud, traditional, and applications. After implementing CA UIM, they improved their mean time to repair by 35-50%. I'll translate that. Basically, it's broken, they got to repair it. Things aren't working. Retail can't be down. Why did you guys provide this kind of performance? Give a specific example of how this all plays out. >> So actually this tech firm named the customer, but in a typical scenario in retail, everyone is getting these mobile apps, right? So you need to monitor performance of the mobile app, the application running on it, we have tools for that, and the infrastructure behind it. So typically these mobile apps are on the cloud, right? IT ops have a traditional infrastructure, but this is Amazon-based or Azure-based. They come to us, we are adopting these mobile applications, but at the same time, we don't want to set up a separate IT ops team for these mobile applications as well. So retail organizations are proactively implementing an analytics-based approach for their unified end-to-end view. So even though the mobile app might be siloed, but it's multi-channel in retail, right? So they might order from their application but they might pick up in the store, and the store might be running on a physical Windows machine, versus some cloud-based boss. >> So you're saying they get to the cloud real fast, then realize, "oh, damn, I got to fix this. "I need analytics." So either way the customer use case is they can work with you on the front end to design that reimagined infrastructure, or bring you in at the right time. >> And our monitoring tool helps that, gives that end-to-end view, right, from the user's genie all the way from logging in, to all the way to the transaction being updated on the inventory software, being updated on the store, all the back-end SOP system. So we monitor all these technologies, give them end-to-end views. And we give them proactive (mutters). That's what analytics is, right? If their experience is slow, again, a user shouldn't be telling them on social media, "I can't order this," right? That IT team should be proactively testing, proactively-- >> Agility, speed and agility. >> Right, and without a unified view, it's not possible. >> All right, I'm at a bottom line here for you, and get your personal perspective. Take your CA hat off and your personal industry tech hat on. What should IT guys, what should they think of when working with CA? Why is CA good for them, and why should they look at you, and why should they continue to use you if they're an existing customer? >> So I think CA, like I said before, they're experienced in this space, right? And the investment we are making in analytics and cloud, we have a large customer base, so pretty much every customer, every enterprise, every industry you name, we have a customer there. And we have a huge portfolio already. So we have the basis from application to network to infrastructure, and are building this analytics layer that our customers have been asking us, that you're one of the rare vendors that have the most depth of information already available, right? So if aggregating that into an operational intelligence platform really helps puts us in a unique position by giving them the broadest set of data through a single platform. Right, and our experience for 30 years in monitoring, like Peter mentioned as well, and the investment we are bringing in cloud, UIM is a example. We were recently applauded by industry analysts as well that it's one of the best tools for single pane of glass for hybrid cloud environments. That shows how heavily we are investing in new, modern infrastructures like Amazon and Azure and even Utanics, right? >> Well, certainly you've got a lot of props. We just shared some of those stats and from independent firms like Tech Validate. But more, I think, impressive is that Peter Burroughs is on the cutting edge of digital business. You guys are aligned really with some of the cutting-edge research, where we see the market going, so congratulations. This digital event's been great. I want to ask you one final question. We see you guys out a lot at all the events we go to with TheCUBE, we go to all the cloud events. So you guys are going to be going to all the cloud events this year. So is that how customers can get ahold of you in the field? Which events will you be at? Where should they look for CA out in the field? >> So I think we're pretty much everywhere, on all the key events that you mentioned. Amazon Reinvent and C-World is coming as well. Customers should come to us and see how CA is helping people better manage the modern software factory, what we call it, every customer is in a digital economy, is trying to build software to deliver unique experiences, and at CA we talked about our IT operations, from dev to test to ops, we provide all the solutions. So C-World, Amazon Reinvent, you know, come find us there, or online at ca.com as well. >> All right, Umair, thanks for coming here and sharing your thoughts as part of our one-on-one drill downs from the digital event here at Silicon Angle Media's Cube Studios in Palo Alto, where we discuss the cloud and IT analytics for digital business, sponsored by CA Technologies. I'm John Furrier. I've been the host and moderator for today. I want to thank Peter Burris, head of research at wikibon.com for the opening keynote and Sudip Datta, who's the vice president of product management for CA for the second keynote. And all the conversation will be online, and thanks for watching, everyone. And check out CA. We'll see you at all the different cloud events with TheCUBE, thanks for watching.

>> Announcer: Live from Las Vegas, it's theCUBE. Covering InterConnect 2017, brought to you by IBM. >> Welcome back to Las Vegas, everybody. This is InterConnect 2017, and this is theCUBE, the leader in live tech coverage. GreenBrain Technologies is here. The CTO is Joanne Negron and the CEO, Himesh Patel. Folks, welcome to theCUBE; thanks for coming on. >> Interviewees: Thank you. >> So we were talking off-camera about this really interesting story about GreenBrain, but let's start with the founder, the CEO. Tell us about GreenBrain Technologies. >> Well, GreenBrain Technologies is a company that's brought together some really talented individuals, our core team. The technology itself is going to revolutionize electricity. This is our belief in terms of making people think what if they can charge their cell phone without plugging it in the wall. What if they can drive their car down the street without ever stopping at a charging station? >> So is this really going to happen, wireless charging? I can't wait. >> Joanne: Absolutely. >> Dave: So you're helping build this, right Joanne? >> Yes. >> Dave: So what's behind it, what can you tell us about the technology? >> I can tell you what makes us unique. So wireless power is not new. What we've done is we have a patent of integration, and what we do is we harvest ambient energy and alternative energy, we store it, and we transmit it wirelessly as usable energy across a distance so that you can move around with your phone, your tablet in your car or even at a hotel resort without ever having to plug in. And it's completely sustainable, and it heals the Earth. >> So you've got-- I don't know if this is a proper term, but you've got points of presence that I can connect to and charge my-- >> Absolutely, we call them power antenna stations, and those are the stations that transmit the wireless power, much like your cellular network works today. And you have what we're calling WISE power cards at the receiver end that actually receive that wire transmission, that wireless power transmission. >> So in concept, this could completely transform not only the energy business, but every business. All right, I guess that's why you started this, but why did you start GreenBrain? >> Well, my dear friend here made a phone call to me one day, and said, "I got an idea;" (laughs) that was it. >> It was part of my thesis-- >> Okay, so you guys are co founders? >> We've known each other for-- yes, of course. >> It was part of my thesis, and I did some things to prove the concept, and then called Himesh up and said, "What do you think?" And he said, "Let's do it." >> So now, okay, so what's the long-term vision? How do you see this transforming, let's start with the utilities industry, the energy industry? >> Well, I believe there will be possibly some challenges possibly on the regulatory side, because if we go to utility companies, we're asking utility companies today to unplug from the grid, and we're asking consumers to unplug from the grid. Depending on how they're going to take that, we can either partner with them or we'll build our own grid. >> Okay, so you were telling me you were a self-funded entity at this point in time; this is not an inexpensive proposition. >> Himesh: No, no. >> How do you see this evolving? You've got to prove the concept, right? >> Joanne: We have. >> And you have, okay. And then you've got to get some early customers. You know, usually, we sell to our friends, people we know in the business. They give us some good feedback and then you start to scale from there. But it's going to take a lot of ecosystem, money, hard work, eating glass we call it. >> So to begin with, IBM has helped us to develop an application that now allows Android mobile users to share their data with us, so their battery charging history, their location history; and that way we can build networks based on where the usage is, where the peak times are, et cetera, et cetera. It's kind of a focus group on a phone. In return, what we do is we give them a lot of information about their battery usage, and we also kind of educate them on what the current use of grid transmission technology does to the Earth, because at the end of the day, we want to heal the Earth. So we give them carbon footprint and their carbon emissions, and it also helps us build brand recognition. So that's phase one, is gathering enough data for us to be able to look at where are the municipalities or where are the areas where we can build and there's a definite need, and then we take it from there. >> So obviously, you're paying close attention to what Tesla's doing with its charging stations, and what do you make of that? What are the learnings that we can derive from that? What's working, what's not working? >> Well, I'll give an example. We've done some work in Asia. I was just talking to a friend in Hong Kong, and Tesla has sold 300 cars in Hong Kong, China. In the last 18 months, the Chinese government said, "No more tax on the import;" they sold 6,000. They got a big problem, because there's a queue to get to the superchargers; it's a three-hour line, and some of them are afraid that they're going to lose their charge while they're waiting in line. So there're some challenges I think coming for Tesla in terms of how he's going to expand if he doesn't have a good strategy, a well-defined strategy in terms of his recharging; whereas with GreenBrain, you never have to pull up to a charging station. You're going to get powered while you're moving. And it's like a cellular network, which is the unique part of this. We're integrating everything onto a network similar to a cellular network. Now, building out the network is an enormous task. So you asked how will this-- how much money and all this. Our timeline, we'll first go to a country which we've kind of spoke about in Asia, which is a small, compact country. We can't say which one right now. It's got a good size population, they're very innovative in terms of adaptation to technology. >> I can guess. I won't. >> Yeah (laughter) okay. And we believe it'll be a perfect example... of how GreenBrain can help a city, yet in this case, a country, and how we'll deal with the regulatory issues, how the adoption will come on the electrical vehicles or the cell phone usage. And then the hospitality, you know, there are so many different sectors that we can go to. Hospitality is a big one because it's a big consumer of energy, 24-365. And we have some very specific solutions for the hospitality industry, not just through GreenBrain, but some other applications that we've developed with IBM 15, 20 years ago. So now we're coming to fruition because of Watson and analytics has allowed the exponential growth and the speed at which we can deploy not just the software, but the GreenBrain technology also now. >> So in the example of the small country in Asia, the government obviously would put in some funding, right? 'Cause they're transforming lifestyles. So that's a funding model for sure. You mentioned the hospitality industry; you were talking about hotels, for instance, resorts, et cetera. They could put in infrastructure, is that right, or? >> It could be part of the construction of a hotel or the enhancement or remodeling of a hotel. I mean, hotels are going through upgrades all the time, and when the new hotel is being constructed, we can build it right into the infrastructure. >> Right, and that's an attraction for guests to stay. I don't know if you're familiar with the Levi's Stadium example, where they have great wireless, okay, everybody-- it's a great experience. It's a new stadium, okay, well of course the newer stadiums are going to improve on that. So the same thing within the hospitality industry. Is there any favorite industry or beachhead industry that you're going to target? >> Well, our initial prototype has been built around Android devices. I don't know how far we'll go with that, but we definitely are able now to connect Android devices and power them up remotely, so we may expand on that and just give Android users, for once, a leg up on Apple. >> So what kind of infrastructure do you need to enable that to occur? >> Well, it's actually quite simple. It's a lot simpler than the current, antiquated system. We have power antenna stations that are self-contained. They have all the technology for energy harvesting and capture. They have the proper ultracapacitor storage and they have the transmitter. And built in there we also have some network communication software and electronics. And then on the other end, we have a receiver that for now is external to the battery, but we will eventually either work with battery companies or build our own mobile cases that we can connect to and one speaks to the other over distance. >> How large are these stations? Is it like a cell tower, or is it-- >> No no, they're actually quite smaller. Right now, we only have in-building power antenna stations but the outdoor ones, if we go that route, won't be much larger. >> So at volume, they're less expensive than a cell tower? >> Oh yes. >> Much less, right? >> And less maintenance, right? As well, 'cause we don't have to build the power plants underneath them and whatnot; they're sustainable, they're self-contained. >> Right, okay. So you're starting with this Android vision. Talk a little bit about how you see that transforming the mobile phone business, the smartphone business. >> I think it-- well, for one, part of our ambient energy collection is actually cleaning up that RF energy that we're now surrounded by and making, and turning it into usable power. So there's a lot of that RF around us on a consistent basis. We're kind of filtering that out and giving it back to the consumer as something that they can use instead of something that they can fear. And the other thing is that it just-- we've learned that millennials specifically have, suffer from now what's called battery anxiety, right, where they need to be charging and connecting. >> It's not just millennials (laughs). Got my Mophie. (laughs) >> So it's going to change I think business and communication and just a comfort level I think that they'll be with people. And we're not even-- the mobile side of the house and even the hospitality side of the house is quite important to first world. But then there's third world issues that we can solve. Putting power in places that there isn't power. There's 1.2 billion people in the world that have never seen electricity before and we're going to change that. And, you know, electricity enables civilization and education, and for natural disasters, you no longer have to, you know, wait to build or fix what's been broken. We can bring in power immediately. So the mobile phone, that's the sexy part, but the part that really moves us is what we can do in places where there isn't power. >> And the source is solar. >> And the source is either solar, wind, earth, and ambient. >> It's, it's sustainable. >> It's sustainable. >> Wow. So what's next for you guys? >> Joanne: Vacation. (laughs) >> No, no; it's about 15 years from now. (all laugh) So how should we, what should we be looking for in terms of milestones and roll outs? >> I think milestones, roll outs, we'll get completed with our WISE card as Joanne's explained. We'll identify and secure the first prototype city and then go into deployment. But I think right now with the application that we've developed with IBM, you know, in the future, like if you were building out a network, you just start building out networks, pulling wires all over the city. Whereas with us, with this application, it will actually allow us to identify where the concentrated areas of usage is and deploy the network in a place where we know it's going to be used instead of putting an antenna where it's getting 10% usage. So I think to us, that's the most important step right now is getting this application out to consumers to start kind of understanding GreenBrain, the story. See how they're moving about, how they're consuming energy; and then, based on that, saying we need to put antennas here and build out the network like this. >> You obviously, you pay attention to what Musk is doing and there's a propensity toward vertical integration, to be able to control the supply chain and any customization. Is there a similar, I don't want to say requirement, but leaning in this business, or is it more the case of you need really this robust ecosystem to thrive? Is it more the latter or the former, do you think? >> I think we definitely need this robust ecosystem to survive. I mean, I think what Mr. Musk is doing is definitely revolutionary on its own, and I think there's room for-- You know, I think the common thread is that we all want to do the right thing now and bring the planet into the century that it should be in. The grid has been antiquated for a long time, long before Elon Musk came along or GreenBrain came along, and I think everybody working on some way to resolve that is a good thing. And we have different technologies, but it's-- They're not competing, they're certainly different. >> Well, GreenBrain, founded by some big brains, so congratulations on getting off the ground, and best of luck, we'll be watching. Thank you for coming on theCUBE. >> Interviewees: Thank you. >> You're welcome. All right, keep it right there everybody, we'll be back with our next guest. This is theCUBE; we're live from InterConnect 2017. Be right back. (light electronic music)

>> Narrator: Live from Austin, Texas, it's the Cube covering South by Southwest 2017. Brought to you by Intel. Now, here's John Furrier. >> Hey, welcome back everyone. We're live here in the Cube coverage of South by Southwest. We're at the Intel AI Lounge, hashtag Intel AI. And the theme is AI for social good. So if you really support that, go in Twitter and use the hashtag Intel AI and support our cause. I'm John Furrier with Silicon Angle, I'm here with Robert Scoble, @Scobalizer. Just announcing this week the new formation of his new company, the Transformation Group. I've known Robert for over 12 years now. Influencer, futurist. You've been out and about with the virtual reality, augmented reality, you're wearing the products. >> Yup. >> You've been all over the world, you were just at Mobile World Con, we've been following you. You are the canary in the coalmine poking at all the new technology. >> Well, the next five years, you're going to see some mind blowing things. In fact, just the next year, I predict that this thing is going to turn into a three ounce pair of glasses that's going to put virtual stuff on top of the world. So think about coming back to South by Southwest, you're wearing a couple pairs of glasses, and you are going to see blue lines on the floor taking you to your next meeting or TV screens up here so I can watch the Cube while I walk around the streets here. It's going to be a lot of crazy stuff. >> So, we've been on our opening segment, we talked about it, we just had a segment on social good around volunteering, but what the theme is coming out is this counter culture where there's now this humanization aspect they called the consumerization of IT in the past. But in the global world, the human involvement now has these emersion experiences with technology, and now is colliding with impacting lives. >> Well, absolutely true. >> This is a Microsoft HoloLens first of all. And HoloLens puts virtual stuff on top of the real world. But at home, I have an HTC Vibe, and I have an Oculus Rift for VR, and VR is that immersive media. This is augmented reality or what we call mixed reality, where the images are put on top of the world. So I can see something pop off of you. In fact, last year at South by, I met a guy who started a company called iFluence, he showed me a pair of glasses and you look at a bottle like this and a little menu pops off the side of a bottle, tells you how much it is, tells you what's in the bottle, and lets you buy new versions of this bottle, like a case of it and have it shipped to my house all with my eyes. That's coming out from Google next year. >> So the big thing on the immersion the AR, you look at what's going on at societal impact. What are the things that you see? Obviously, we've been seeing at Mobile World Congress before Peelers came out, autonomous vehicles is game changing, smart cities, median entertainment, the world that we know close to our world, and then smart home. >> Oh yeah. >> Smart home's been around for years, but autonomous vehicles truly is a societal change. >> Yes. >> The car is a data center now. It's got experiences. And there's three new startups you should pay attention to, in the new cars that are coming in the next 18 months. Quanergy is one. They make a new kind of light R, a new sensor. In fact, there's sensors here that are sensing the world as I walk around and seeing all the surfaces. The car works the same way. It has to see ahead to know that there's a kid in front of your car, the car needs to stop, right. And Quanergy is making a focusable semiconductor light R, that's going to be one to watch. And then there's a new kind of brain, a new kind AI coming, and DeepScale is the one that I'm watching. The DeepScale brain uses a new third company called Luminar Technologies, which is making a new kind of 3D map of the world. So think about going down the street. This new map is going to know every pot hole, every piece of paint, every bridge on the street, and it's going to, the brain, the AI, is going to compare the virtual map to the real map, to the real world and see if there's anything new, like a kid crossing across the street. Then the car needs to do something and make a new decision. So 3D startups are going to really change the car. But the reason I'm so focused on mixed reality, is mixed reality is the user interface for the self-driving car, for the smart city, for the internet of things, the fields in your farm or what not, and for your robot, and for your drone. You're going to have drones that are going to know this space, and you can fly it right, I've seen drones already in the R & D labs at Intel. You can fly them straight at the wall, it'll stop an inch from the wall because it knows where the wall is. >> 'Cause it's got the software, it's got the sensors, the internet of things. We are putting out a new research report at Wikibound called IOT and P, Internet Things and People. And this is the key point. I want to get your thoughts on this because you nailed a bunch of things, and I want you to define for the folks watching what you mean by mixed reality because this is not augmented reality. >> Well it is. >> John: You're talking about mixed reality. >> It is augmented reality, it's just-- >> John: But why mixed reality? >> We came up with the new term called mixed reality because on our, we have augmented reality on phones. But the augmented reality you have on phones like the Pokemon's we've been talking about. They're not locked to the world. So when I'm wearing this, there's actually a shark right here on this table, and it's locked on the table, and I can walk around that shark. And it seems like it's sitting here just like this bottle of water is sitting on the table. This is mind blowing. And now we can actually change the table itself and make it something else. Because every pixel in this space is going to be mapped by these new sensors on it. >> So, let's take that to the next level. You had mentioned earlier in your talk just now about user interface to cars. You didn't say in user interface to cars, you didn't say just smart, you kind of implied, I think you meant it's interface to all the environments. >> Robert: Yes. >> Can you expand on what your thoughts on that? >> You're going to be wearing glasses that look like yours in about a year, much smaller than this. This is too dorky and too big for an average consumer to wear around right, but if they're three ounces and they look something like what you're wearing right now. >> Some nice Ray Bans, yup. >> And they're coming. I've seen them in the R & D labs. They're coming from a variety of different companies. Google, Facebook, Loomis, Magic Leap, all sorts of different companies are coming with these lightweight small glasses. You're going to wear them around and it's going to lay interface elements on everything. So think about my watch. Why if I do this gesture, why do I have to look at a little tiny screen right here? Why isn't the whole screen of my calendar pop up right here? They could do that, that's a gesture. This computer in here can sense that I'm doing a gesture and can put a new user interface on top of that. Now, I've seen tractors that have sensors in them. Now, using a glass like this, it shows me what the pumps are doing in the tractor on the glasses. I can walk around a factory floor and see the sensors in the pipes on the factory floor and see the sensors in my electric motors on the factory. All with a one pair of glasses. >> So this is why the Intel AI thing interests me, this whole theme. Because what you just described requires data. So one, you need to have the data available. >> Robert: Yes. >> The data's got to be a frictionless, it can't be locked in some schema as they say in the database world. It's got to be free to be addressed by software. >> Yes. >> You need software that understands what that is. And then you need horsepower, compute power, chips to make it all happen. >> Yeah, think about a new kind of TV that's coming soon. I'm going to look at TV like this one, a physical TV. But it's too small and it's in the wrong angle. So I can just grab the image off the TV and virtually move it over here. And I'll see it, nobody else will see it. But I can put that TV screen right here, so I can watch my TV the way I want to watch it. >> Alright so this is all sci-fi great stuff, which actually-- >> It's not sci-fi, it's here already. You just don't have it. I have it (laughs). >> Well, you can see it's kind of dorky, but I'm not going to say you're a dork 'cause I know you. To mainstream America, mainstream world, it's a bit sci-fi but people are grokking this now. Certainly the younger generation that are digital native all are coming in post-9/11, they understand that this is a native world to them, and they take to it like a fish to water. >> Yes. >> Us old guys, but we are the software guys, we're the tech guys. So continue to the mainstream America, what has to happen in your mind to mainstream this stuff? Obviously self driving cars is coming. It's in fleets first, and then cars. >> We have to take people on a journey away from computing like this or computing like this to computing on glasses. So how do we do that? Well, you have to show deep utility. And these glasses show that. Wearing a HoloLens, I see aliens coming out of the walls. Blowing holes in this physical wall. >> John: Like right now? >> Yeah. >> What are you smoking (laughs)? >> Nothing yet. And then I can shoot them with my fingers because the virtual things are mixing with the real world. It's a mind blowing experience. >> So do you see this being programmed by users or being a library of stuff? >> Some are going to be programmed by users like Minecraft is today on a phone or on a tablet. Most of it is going to be built by developers. So there's a huge opportunity coming for developers. >> Talk about the developer angle, because that's huge. We're seeing massive changes in the developer ecosystems. Certainly, open source is going to be around for awhile. But which friends do you see in open source, I mean, I'm sorry, in the developer community, with this new overlay of 5G connectivity, all this amazing cloud technology? >> There's a new 3D mapping and it's a slam based map. So think about this space, this physical space. These sensors that are on the front of these new kinds of glasses that are coming out are going to sense the world in a new way and put it into a new kind of database, one that we can put programmatic information into. So think about me walking around a shopping mall. I walk in the front door of a shopping mall, I cross geo fence in that shopping mall. And the glasses then show me information about the shopping mall 'cause it knows it's in the shopping mall. And then I say, hey Intel, can you show me, or Siri, or Alexa, or Cortana, or whoever you're talking to. >> Mostly powered by Intel (laughs). >> Most of it is powered by Intel 'cause Intel's in all the data centers and all these glasses. In fact, Intel is the manufacturer of the new kind of controller that's inside this new HoloLens. And when I ask it, I can say, hey, where's the blue jeans in this shopping mall? And all of a sudden, three new pairs of blue jeans will appear in the air, virtual blue jeans, and it'll say this one's a Guess, this one's a Levi's, this one's a whatever. And I'll say, oh I want the Levi's 501, and I'll click on it, and a blue line will appear on the floor taking me right to the product. You know, the shopping mall companies already have the data. They already know where the jeans are in the shopping mall and these glasses are going to take you right to it. >> Robert, so AI is the theme, it's hot, but AI, I mean I love AI, don't get me wrong. AI is a mental model in my mind for people to kind of figure out that this futuristic world's here and it's moving fast. But machine learning is a big part of what AI is becoming. >> Yes. >> So machine learning is becoming automated. >> Well it's becoming a lot faster. >> Faster and available. >> Because it use to take 70,000 images of something like a bottle to train the system that this is a bottle versus a can, bottle versus can. And the scientists have figured out how to make it two images now. So all I need is two images of something new to train the system that we have a bottle versus a can. >> And also the fact that computes available. There's more and more faster processors that this stuff can get crunched, the data can be crunched. >> Absolutely, but it's the data that trains these things. So let's talk about the bleeding edge of AI. I've seen AIs coming out of Israel that are just mind blowing. They take a 3D image of this table, they separate everything into an object. So this is an object. It's separate from the table that it's on. And it then lets me do AI look-ups on the object. So this is a Roxanne bottle of water. The 3D sensor can see the logo in this bottle of water, can look to the cloud, find all sorts of information about the manufacturer here, what the product is, all sorts of stuff. It might even pull down a CAD drawing like the computer that you're on. Pull down a CAD drawing, overlay it on top of the real product, and now we can put videos on the back of your Macintosh or something like that. You can do mind blowing stuff coming soon. That's one angle. Let's talk about medical. In Israel, I went to the AI manufacturers. They're training the MRI machines to recognize cancers. So you're going to be lying in an MRI machine and it's going to tell the people around the machine whether you have cancer or not and which cancer. And it's already faster than the doctor, cheaper than the doctor, and obviously doesn't need a doctor. And that's going to lead into a whole discussion-- >> The Christopher thing. These are societal problems by the way. The policy is the issue, not the technology. How do you deal with the ethical issues around gene sequencing and gene editing? >> That's a whole other thing. I'm just recognizing whether you have cancer on this example. But now we need to talk about jobs. How do we make new jobs in massive quantities. Because we're going to decimate a lot of peoples' jobs with these new technologies, so we need to talk about that, probably on a future Cube. But I think mixed reality is going to create millions of jobs because think about this bottle. In the future, I'm going to be wearing a pair of glasses and Skrillex is going to jump out of the bottle, on to the table, and give a performance, and then jump back into the bottle. That's only four years away according to the guy who's running a new startup called 8i. He's making a new volumetric camera, it's a camera 40 or 50 cameras around-- >> If you don't like Skrillex, Martin Garrix can come on. >> Whatever you want. Remember, this media's going to be personalized to your liking. Spotify is already doing that. Do you listen to Spotify? >> John: Yeah, of course. >> Do you listen to the discovery weekly feature on that? >> No. >> You should. It's magical. It brings you the best music based on what you've already listened and it's personalized. So your discovery weekly on your phone is different than the discovery weekly on my phone. And that's run by AI. >> So these are new collaborative filters. This is all about software? >> Yeah. Software and a little bit of hardware. Because you still need to sense the world in a new way. You're going to get new watches this year that have many more sensors that are looking in your veins for whether you have high blood pressure, whether you're a in shape for running. By the way, you're going to have an artificial coach when you go running in the morning, running next to you, just like when you see Mark Zuckerberg. He can afford to pay a real coach, I can't. So he has a real coach running with him every morning and saying hey, we're going to do some interval training today, we're going to do some sprints to get your cardio up. Well, now the glasses are going to do that for you. It's going to say, let's do some intervals today and you're going to wear the watch that's going to sense your blood pressure and your heart rate and the artificial coach running next you. And that's only two years away. >> Of course, great stuff. Robert Scoble, we have to close the segment. Quickly, how has South by changed in ten years? >> Well, 20, I've been coming for 20 years. I've been coming since it was 500 people and now it's 50,000, 70,000 people, it's crazy. >> How has it changed this year? What's going on this year? >> This is the VR year. Every year we have a year right. There was the Twitter year, there was the Foursquare year. This is the VR year, so if you're over at Capital Factory, you're going to see dozens of VR experiences. In fact, my co-author's playing the Mummy right now. I had to come on your show, I got the short straw (laughs). Sit in the sun instead of playing some cool stuff. But there's VR all over the place. Next year is going to be the mixed reality year, and this is a predictor of the next year that's coming. >> Alright, Robert Scoble, futurist right here on the Cube. Also, congratulations on your new company. You're going out on your own, Transformation Group. >> Yeah, we're helping out brands figure out this mixed reality world. >> Congratulations of course. As always, it is a transformational time in the history of our world and certainly the computer industry is going to a whole other level that we haven't seen before. And this is going to be exciting. Thanks for spending the time with us. It's the Cube here live at South by Southwest special Cube coverage, sponsored by Intel. And the hashtag is Intel AI. If you like it, tweet us at Twitter. We'll be happy to talk to you online. I'm John Furrier. More after this short break. (electronic music)

>> Narrator: Live from Las Vegas, Nevada, it's The Cube, covering Accelerate 2017. Brought to you by Fortinet. Now, here's your host, Lisa Martin. >> Hi, welcome back to The Cube. We are Silicon Angle's flagship live streaming program, where we go out to the events and we extract the signal from the noise, and we bring it right to you. We are in beautiful Las Vegas with Fortinet. Today, or this week is their Accelerate 2017 event, and we've been excited to be chatting with a lot of their folks and technology partners. Today we are joined by two gentlemen from Fortinet. First, we have John Maddison. You are the Senior Vice President of Products and Solutions. >> Indeed. >> Lisa: Hey John. >> Hi. >> Lisa: Thanks for joining us. We've got Joe Sykora who is the Vice President of America's Channels. >> Thanks Lisa. >> So guys, a lot of exciting stuff going on today. I wanted to give the viewers here who haven't had a chance to meet you guys yet, what you're both doing. John, you have a veteran. You're a veteran of over 20 years experience at telecom >> At least. >> At least 20 in IT infrastructure, security industries, you've lived in Europe and Asia and the U.S. and worked in those. Joe, you oversee quite a big channel of over 7400 America's partners and the entire channel strategy. So you guys are kind of busy. >> A little bit. >> Joe, you're probably pretty proud of this. You were named, in 2015, by CRN as one of the 50 Most Influential Channel Chiefs. >> Yes I was. >> Did you get like a button or hat? >> No, I think it's a t-shirt. >> Oh, t-shirt. >> Absolutely. >> Outstanding, so speaking of t-shirts, I have no segue there, wanted to understand, we've been talking to a lot of your folks today, as I mentioned. We talked to your CEO who was talking about this third generation of security and kind of where we are today with that. And then we talked to Drew, the CFO, who was really talking about the criticalness of trusting data. With the announcement today, maybe John I'll throw this to you, the announcement today of the new products and technologies, how are they going to continue to facilitate or enable your customers, direct or indirect to be able to trust their data? >> Yeah, so we announced the fabric last year. Today, we announced our operating system Fi.6, which is extension of the fabric. We also announced something called intent-based network security, which is the next generation of network security that Ken Xie, our founder, talked about. And then we also announced, the third thing is our new security operations solution, which brings together several products for the infosec world. So I think all of these come together to make sure that we're continuing the effort to make sure our customers are safer, that they can integrate the fabric into their infrastructure and obviously, that's very important to their brand. >> That was going to be one of the things I was going to talk about is are you seeing that you're making a difference in the brand of a customer? We were talking, before we started today, and a lot of you are familiar with some of the the big breaches, I mean, breaches are a common, daily occurrence, but when when they start happening in brands it's the consumers know who aren't in technology becomes a suddenly, can I trust this particular brand where I normally go and buy household products. So it sounds like the announcements today are really next generation leading you guys to continue to be able to deliver, not just that comfort level that your customers need in terms of we can trust our data, but also helping them improve their brand so that their customers trust their brand. >> Exactly and so, you know, the fabric has expanded in that we've expanded it across multiple now attack vectors so what used to be really focused on the core network, we can now cover email, we can now cover the web, endpoint and also, you can see some of our partners around here, we've also expanded our fabric-ready so the fabric here has several APIs, multiple APIs that allow different partners to connect into it. And so, we haven't announced it totally yet but we've got six new partners, some big companies like Cisco and HBE, actually joining our fabric-ready program to be part of the fabric. So we can cover the entire infrastructure of any company. >> Fantastic, so speaking, we'll get to that in a minute but one of the topics that's also come out today, as we've seen the evolution of security from perimeter based security in the 90s to you know, web security, cloud security. Moving towards 2020 and the fact that it's 2017, a little scary, we're pretty close to that and we're seeing this explosion and proliferation of mobile devices, of IOT devices, lot of lack of security there. As we get to that point, one of the other themes that we're hearing a lot about here today is that there is a gap in terms of of resources. What is Fortinet doing to help bridge that gap, that your customers are facing? Where it comes to, specifically, network security programs? >> So one of the programs we launched again, a couple of years ago was the Network Security Expert program, NSE, in 2016, we had over 30,000 certificates issued on NSE. It's probably one of the largest security programs, 'cause one of the big issues for customers and our partners is just the skills gap, cybersecurity. We also, actually, use a lot of those materials and assets and give them to Universities who are starting to do their programs as well. That's really essential for our partners to be trained at the lowest level in terms of the basics, but also, we've had about 40 people take part in our Network Security Eight architecture program. You can see them, these are the pins, actually, we have, which are NSE one to seven, but the NSE eight are the red ones and there's about 40 now of what we call security solution architects, who can go into companies and look at their complete infrastructure and give them an update in terms of security. >> Excellent, so want to touch on the channel, for a moment. Ken talked about the security fabric architecture, you mentioned that it was launched last year. What has been the reaction of the channel? >> Oh, it's been absolutely great. It's about mid-year last year's when we announced that. Embraced by the channel, in fact, CRN named it the security product of the year, for 2016. >> Lisa: Oh, fantastic, congratulations. >> Very proud of that. And that's actually the feedback of the channel partners. It resonates. It's creating new opportunities for our partners. Combine that with the training that John just talked about, I mean, they're armed to really just go out there and help solve all those end user programs, problems. >> Thank you, and sorry for interrupting. What are some of the main pain points that you're hearing through the channel, that customers are experiencing as we start to see big attacks have become more and more prevalent, the Dyn attack recently, DdOS being common types of attacks. As more and more things, like critical infrastructures are becoming plugged into corporate networks, and more mobile and more IOT, what are some of the pain points that your customers are experiencing, and how are they, looking to resolve and mitigate some of the challenges that they have leveraging the security fabric architecture? >> Sure, well attacks are going to happen, right. We know they're going to happen. It's how fast can you react to those attacks. And the fabric actually enarms our partners to just have intelligence on what is actionable and what's not actionable. So we're tryin' to automate that. Some of the future stuff that we're going to be doing later in the year is going to even enable them more. But it's all about simplifying it for our partners to react to what needs to be reacted to. >> Are you seeing, from an industry perspective, we were talking with Derek Menke, excuse me, about healthcare really being at the top of the at risk from an industry perspective. But in the general session today, there was a CSO panel and there was Verizon was there, Levi's was there, as well as Lazard. We saw Telefonica throughout the event today, the Steelers. Are you seeing through the channel, and maybe this is a question for both of you, are you seeing particular industries at more risk coming to you through your customers' needs or is it fairly agnostic from a security perspective? >> Yeah, I think on the channel side, obviously, everyone's at risk, right. So I think it's the value of those of the incidences is really more highlighted. So when Derek talks about healthcare, for example, dealing with people's lives is important along with you health records. So that's much more valuable than say, at the Steelers, not being able to get on the guest wifi. So I think everyone's at risk. All of our channel partners have different verticals that they go after, and it's all the same, it really is. >> Yeah, I would say the risk is pretty broad across every vertical, I mean, yes healthcare, the healthcare records are extremely valuable, but also the financial industry. You've also got industrial controls systems, for example. You've also got retail and so, I think every vertical, every industry is taking security very, very seriously. And back to your previous question about how is the fabric helping partners, I think, previously, they had to kind of stitch together a lot of point solutions themselves. I think with the fabric, it gives them an architecture or a framework. It could be mostly Fortinet gear. It could be Fortinet plus some of their other partners. It helps them put that in place across the entire infrastructure. >> You bring up a good point, John, that that was brought up a number of times today and that is the role of the CSO now being, you know, kind of think, is that guy or girl at the lead of the digital army? But that person is inheriting, we were seeing a couple of different reports, North of 25 different security technology, really kind of a patchwork environment. In that kind of situation, where now security is a board level conversation, how is Fortinet direct, and through the channel, helping that CSO? Is that a key buyer for you that you're helping to figure out, I've got this patchwork here, how do I build it into a fabric or a fabric around it? >> What we've seen, what I've experienced in the last 10 plus years in security is, I'd often go into a room and there'll be the network security people on one side of the table, and the security people on the other side of the table with the CSO and the CIO and I think, that gradually over the last three years, I've seen more cooperation. So now, when we have briefings with customers and partners, you'll see both teams together. You'll see a new role inside customers called the Security Architect, that's looking holistically longer term over the security architecture. And one of our announcements today around the security operations center is to do, just do that, bring together the SOC and the infosec world, together with the network security world. We did a demo today on stage showing that bringing together our Forti SIM, our Forti analyzer with our fabric to bring those two worlds together, because as Joe says, you know, there's a report done by Verizon on the breach report that says, within 60 seconds, you can be compromised. You've got basically 60 seconds to stop that threat and so speed is very important. So giving our partners this ability to bring together a fabric, with Fortinet gear, with our partners' gear, that provides very fast protection is very important. >> Excellent, one of the things, too, that I found interesting today was learning about what FortiGuard Labs is doing. I read over the weekend what Derek Menke's team published, the 2017 predictions. Really quite frightening. And he was on the show earlier and saying, that they're already seeing a number of these things already in play. How much more intelligent malware is getting, and the pervasiveness of the threats there. How are some of the new technologies announced today, maybe enhancing or what FortiLabs is doing from a threat intelligence perspective, is that something that was part of? >> Yeah, that's a really important area. I think the vendor community needs to do better in sharing the threat intelligence. I think, today, it's in pockets, but I think long term, it's absolutely essential that threat intelligence get shared across the whole community because, with some of the new threats coming, the machine to machine threats, the scale and the speed's going to be even more. You saw the Dyn attack last year on Ddos. That's going to be small compared to some things coming up. So I think, longer term, the fabric across the infrastructure, and then the security vendors getting together and sharing that threat intelligence so you've got a bigger view of the attack surface is absolutely essential to stop the new type of threats. >> Exactly, and as that attack surface is growing by the day. So last question, before we wrap up here, give you guys both a chance to answer. At the beginning of your fiscal year, here we are in January, what are you most excited about for the channel in 2017, for example? >> Sure, opportunity, right. For our channel partners, we've got probably one of the strongest channel partners just the overall. We're aligning, realigning with our field teams, so just the resources that all of these partners have. I think the opportunity's great, the market's great, like you said, you open up anything now, and you see, okay, it's been infiltrated, it's been hacked. So I think we're all going to have a really good 2017. >> Fantastic, John, what about you? What are you most excited for? >> I was most excited about this interview, actually, that's what I was looking forward to. >> Wow, fantastic, we'll close there. (laughter). >> No, I think it's obviously, rolling out more of our technology, integrating more of our partners, training more of our partners and helping them with their customers. >> Fantastic, well the buzz and the momentum here and also, the passion for both yourselves and your roles and your peers and your colleagues is really palpable. So I want to thank you both for joining us on the Cube today. >> Thank you. >> And we wish you the best of luck at the rest of the event. >> Thanks Lisa. >> Alright, for John and Joe, I'm Lisa Martin. You've been watching the Cube, but stick around, we'll be right back.

>> Announcer: Live from Las Vegas, Nevada; it's the theCUBE covering Accelerate 2017. Brought to you by Fortinet. Now, here are your hosts Lisa Martin and Peter Buriss. >> Hey, welcome back to theCUBE. We are live in Las Vegas at Fortinet 2017. Fortinet Accelerate 2017 I should say. I'm your host Lisa Martin. Joined by my co-host Peter Buriss. We're really excited to be here today. First time for theCUBE and we are next joined by, Drew Del Motto, who is the CFO of Fortinet. Drew, welcome to theCUBE. >> Thank you, Lisa. >> Great to have you. I really enjoyed your keynote this morning. If you weren't able to see it, very passionate, very intellectual keynote. Some of the nuggets here that I wanted to talk to you about first just to kick things off; is just sharing with us, you have over 20 years of financial management experience in network security. You said, you started as a CPA. As we look at the generation of the business economy the digital economy and also now we're at this dawn of data. Love to get your perspective on defining that to our viewers. You mentioned that data is worthless is we can't trust it. And really that it's key to business value. Can you expound upon that? How critical is data trust for an organization to achieve? >> I think it's just core to value creation because it's as simple as if you're putting information out there and you think somebody's going to get to it, then you may not put the information out there. I think I've shared a statistic where a consulting group said that there was 5X the value for data that you trust. You created more data if you trusted it and they got about 5X the data. The monetizable data, which ultimately is what drives value in the new economy. So if you look at the most valuable companies in the world, I think I mentioned Amazon, Alphabet, Google, Facebook and Microsoft. All of them cloud, mobility, analytics. They're using data in their business models to drive it, right? But you trust them, right? And that's the key point. And they feverishly, energetically protect that data. And that's why you trust your data to put it there. >> But it's not just trust the data, because one of the interesting things about data is because it can be copied, be shared, it's trust in future uses of that data. that's one of the big challenges. Not only do we have to be able to demonstrate that we have an infrastructure or a fabric of capabilities that allow us to trust data now, but also that it will allow us to change how we use the data, introduce new ways of using the data, and very quickly validate and verify that we can trust that use too. Is that true? >> Absolutely, Peter, I think that's right. And I think most companies participating in a meaningful way to the new economy, very thoughtful about what data they're looking for and how they're going to monetize that data. I think of the business models of, clearly advertising and anything that's related to advertising. Very clear to see that they need data to grow their business right. And the core is the trust of that, and they continue to do that. But then you look at the other data that's around, many people aggregate data that they use and sell back to you in some way, for location based services or personalized services. Especially in healthcare, where you see that and that's a very valuable story. And if you don't trust your healthcare data, you're probably not going to trust whatever they're trying to sell you, right? But there's a lot about of value for you personally, simply because you can improve your health. Maybe you live longer, maybe you avoid some illness that could be pretty painful. But you have to ultimately trust that, that's being used in a useful way for you and is protected, so it doesn't get in the wrong hands. >> So we think about digital business as, boils down to very simply, a digital business uses data to differentially created sustained customers. >> Drew: Fair enough. >> So, the idea then, is that I now have to start looking at my data as an asset, that can generate a return for shareholders. Generate return for customers, generate return for the stakeholders. We don't typically think of data as an asset though. As you and your peers start thinking about how to start evaluating data, or thinking about data as an asset, where are we on that journey of getting to a point where we actually look at data as something that is a source of value in and of itself and creates value in new ways? >> Peter I think it might be helpful to actually even share some numbers. 'Cause what comes to mind for me was the McKinsey study that said there was about $7.8 trillion alone generated in 2015 that's monetizing data, right? So if that data weren't there, Then, that value wouldn't be there. And that's about 10% of the global economy. That's amazing. Just think about that and you think about the companies that I mentioned earlier, the value there are about two trillion dollars of market cap right there. Clearly, the lynchpin to that is digital trust, their use of data, until you can grow it all the time. I think of it as an asset. I think that I want to have it. I want to know how to protect it. I want an architecture that's proactive. That is driven by the business, right? But complimented by a secure infrastructure, So that I know, people know, that I have digital trust. I can trust the data, right? I have to print data as a CFO, right? If my investors don't trust it, guess what? I have a problem, right? So I think it's the same way around in anything you do business wise and just think as data being the fuel of the next generation economy. Look, data's also power, not to get into politics, but think of the power of the data that the Trump campaign had in the upper Mid-West. They had some data that obviously, the other side didn't have and it was very useful for them crafting their message and getting elected. >> I think we can definitely agree, no matter what side of the fence you're on, that there was influence there from an election perspective. One of the things that I'm interested in getting your perspective on is you were talking about, in your keynote this morning, the role of the C-Suite, how it's changing. You said, "It's kind of cliche," but in the last five to seven years we've seen this either emergence of the CSO or maybe an evolution from the CSO to the CSO. And there was a panel this morning of three CSO's from AT&T, Lazard and Levi's. My ear went up wondering if I was going to hear cyber security differences based on the industry. And it really seemed, and what we've heard from some of your peers and technology partners on the show today is, it's quiet agnostic. But I'd love to get your take on, you were talking about how you view, as a CFO, data as an asset. In the role of the CSO, is this guy or gal, when it comes to cyber security, are they now on the front lines as the leader of a cooperation's digital army? Or is that digital army now maybe a little bit more broad across that C-Suite in a company that needs to trust data in order to have value? >> Great question, Lisa and it was a great panel. What I took away from it was that the CSO is very much the quarter back, right? So I think everybody plays a role, it's a team. And when they break huddle, everybody has an assignment. They look at the play they're going to call and they run it and the CSO is really taking information from everybody and rolling it together in a way to underlie the trust, making sure that they're driving towards digital trust ultimately. That's the role and they have to take input from the CEO on the business propositions, the vision. The CFO on risks and the investment profile. The CIO on how they're going to drive the business with IT, and then their role is ultimately to advise and help drive the business going forward. And make sure they're compliant. When you talk about verticals, I think it's generally agnostic. I think there are some areas where there's obviously some compliance with credit cards and financial institutions and healthcare clearly, given the information there. But generally speaking, I think it's the same all around. If they're successful, the key is to not be right themselves, but to get it right with that team. >> I love the analogy of the quarter back actually. We were talking, actually before we started this segment that there's estimates that a CSO is inheriting more than 25 different security technologies to defend and protect and remediate and we've been talking as well with some other guests, today on this show that a lot of companies now have this sort of assumed breach mentality. Can you expand a little bit more on that CSO as the quarter back. What they're inheriting and how they need to navigate through that environment in order to extract value from that data? >> Well, it's the vectors that we all hear everyday right? It's IOT, you here more mobility, more cloud and more data. And even some of the things out there just generate data, right? I think it's just an aggregation of an architecture that reflects that. There's a lot of silent business units ruling their own technology, right? And there's a lack of talent. I think that came up a lot this morning was just a complete lack of talent. There's a lot of people in college, but they don't have a lot of experience yet. So, I still think we have a dearth of talent. There's some compliance and then ultimately, you're trying to get the best architecture for the company. So, I think that's the quarterback. Really trying to bring all those conversations to the table. Help the company draft a vision that's business forward that reflects digital trust ultimately, and reflects something that's affordable and manageable. And I think you do that with an architecture, a lot of listening, I think they key is listening. Again, what I said earlier, it's not about any one person being right, it's about getting it right for the company and their customers, so they trust the data. >> That's a great message, fantastic. >> As you think about the evolution of the relationship between the CFO, who has a responsibility for risk and generating return on assets and the CSO, who is part of this new team that's going to increasingly have to think in terms of creating digital asset value. How is that relationship going to change over the next few years? >> Well, I think the new awakening, the message is that there's an opportunity for value creation. One of the things I said this morning, as a CFO, I love it when somebody brings me and investment an alternative. If they just bring me a cost, (laughing) >> That's cost and you say no. >> I take a deep breathe (chuckles) and I try not to say no, sometimes you can't control it, but really you always want to think about the business first. That's the job, right? CFO certainly. You think about your shareholders. Your trying to find them an appropriate return, the best possible return on the investment. So, it's always investment forward. Think about the investment. Does it provide the right type of return? And I don't see how anybody can argue that in this dawn of data, if you will, all the analytical opportunities out there, and the ability to drive a business with that data, and the value it creates. That trust isn't at the core and investing in that trust is a great idea. >> Also, it means, I would think, that there's going to be some experience curves associated with this process. And your ability to off the experience curves in your business is highly dependent upon how successful you are at choosing partners and laying trust in those partners so that they can do a great job of what they're doing as well. How does Fortinet tell its story to its customers, that working with us you will have a trusted partner, but also we will be providing the platform that will facilitate you being a more trusted partner? >> Well Peter, from my perspective that's an easy question. It's Fortinet's security fabric and everybody's talking about platform, but platform is like a ship with containers on it, right? You may bolt them down, but if the ship tilts they fall off. A fabric is knitted together, right? It's not a patchwork. It's not thread. it's a coat, right? It's something that you bought to protect you. And Fortinet's that security fabric reflects the breadth of product portfolio we have. It goes through the cloud, into IOT, provides the performance necessary to run the business. It doesn't create friction. It's broad, it's powerful and it's secure. And you get that transparency across the business. It updates itself automatically. It's fully integrated and it works for today and tomorrow. >> So one last question here. >> Sure. >> Drew, giving you the last word. One of the things that I also found very intriguing this morning was that you were talking about the difference between selling fear versus selling value. As we look at where Fortinet is today, and also Ken Xie the CEO did mention this morning that you got this goal as a company to become number one by 2020, which is just a few years away. What excites you about the announcements today as well as the vision of Fortinet going forward to really enable your customers and your partners to deliver the trust those customers need? >> Yeah, I think we're helping them be business forward. I think we're helping them be business first. When I look out there and I see everybody saying, "Oh the attack surface is increasing, "cyber crime, cyber criminals, somebody hacking away "in a garage in some country far away, "and they can easily do this." Those things are generally true, but what I really want to do is build an infrastructure that drives my business, so that I could participate in a big way where the economy is going and that's about data and analytics. It's like I said, it's the dawn of data. And I think we can do that in a very differentiated way and very value oriented way for our customers that no one else can do and that's Fortinet's security fabric. >> Well, what a fantastic way to end the conversation there. I love that you said how important the role of listening is. I think that's quiet an agnostic importance there. Drew Del Matto CFO of Fortinet. Thanks so much for joining us on theCUBE. >> Thank you Lisa, Thank you Peter. >> Peter: Thank you, Drew. >> And on behalf of Peter Buriss, I am Lisa Martin. You've been watching the theCUBE, stay tuned. We'll be right back. (upbeat music)

>> Live from Las Vegas, Nevada, it's theCube, covering Accelerate 2017, brought to you by Fortinet. Now, here are your hosts, Lisa Martin and Peter Burris. >> Hi, welcome back to theCUBE, SiliconANGLE's flagship show, where we go out to the events, and extract the signal from the noise. Today we are in Las Vegas. I'm your host, Lisa Martin, joined by my co-host, Peter Burris. We are with Fortinet at their Accelerate 2017 event, and we're very excited to be joined by one of the keynotes today, Patriche Perche. You are the Senior Executive Vice President of Global Sales and Support. Welcome to theCUBE. >> Thank you. >> You've got a very interesting background. You've got over 20 years of experience in the IT security industry. You manage Fortinet's global sales and support organizations. As the leader of this, you've talked about it this morning in the keynote, where 700 partners are here, and users here as well, Fortinet is in 93 countries. The theme of the event: No Limits. What does that mean to you, what does that mean to your partner, and your channel community? >> Well, definitely this event is critical for us, and for our partners. You can see in the background, there's a lot of people. We have a strong representation across the world. The theme of this event is about the new challenge that we're all facing, due to the digital economy, the rise of the IoT, the rise of the virtualization, the Cloud, whether it is public or private, all those new premise for the digital economy need to be secure, so security becomes a big enabler for the future of the digital economy. Which means, for our partners, and also for customers, security needs to be embraced at a very high level, to be able to evolve their business, so that's really a critical point. We see that the overall network security came, and the cybersecurity, came to an affliction point, where, during the last 15 years, they'd been built by adding, in fact, point solutions, reacting to threats, which led to a very complex environment. We have also another major challenge, which is the skills shortage worldwide, so they cannot choose faith about this new technical challenge, so they have to find a solution where we can automate the protection and the defense, and also build more collaboration between the communities. That's all about the team of No Limits, and also the launch of Security Fabric, which provides strong coverage, so it's very broad, we can cover all aspects, whether it's IoT, virtualization, and, of course network security. It's also fed by cybersecurity regions, because you need to have those information pulled back to the device, to be able to react on time to new threats. This information, it's also very valuable for the business, because they can return on business value, and we know that digital age will be all about data value. I think it's really a very exciting moment for our partners, and we have seen that they're growing from last year. I think we added about, roughly, 16,000 partners worldwide, so we have a big, big number now. I think it's really the time to reduce the complexity, automate, elevate, of course, the knowledge, due to the skills shortage we have, that partners has as well, and be able to enable the next age of the digital economy. >> You had a panel on the General Sessions stage this morning, of CSOs from AT&T, Lazard, and Levi's, and one of the things that that panel was talking about, what you talked about, reducing complexity, is, really, we need to talk about the complexity, right? This is really critical to protect these critical infrastructures. So, from a complexity perspective, Peter, I'd love to get your thoughts on what you've heard today so far, and what Fortinet is doing with the Security Fabric to address that complexity. >> Well, there's a couple of things that I think we need to focus on, relative to complexity, and that is that the business is complex, but then, the individual elements that are intended to make business possible, are themselves, individually, complex. And I think one of the things that Fortinet's trying to do, is say, let's reduce the complexity of the security, so that that does not become a problem or barrier to the business. Because today we have data complexity, and application complexity, and security complexity, and organizational complexity, and financial complexity, and we need to find strategic and targeted ways to reduce the complexity of individual elements of that, so that we can focus more on the complexity of servicing the customer. And I think that that's a key message Fortinet's trying to bring, is, what can we do to reduce security complexity, or networking security complexity, and data security complexity, so that we can liberate more talent to focus on the business opportunities? Is that accurate? >> Yeah, that's definitely the case. We see that, as soon as we were able to reduce this complexity, we will add value to the business. If you look from any large organization on the IT, of course, the responsibility towards cybersecurity is becoming very important on that side, at C-level. And often they try to go down to the people inside, but you cannot blame the people at the level, or whatever, they click to an email where there's an attachment, because they have to do, in fact, anyway. So the complexity and the pressure that are being putting inside the organization, has to be reduced, and that's the purpose of building a system with people, knowledge, data, that can react on real-time. That's really the value of the Security Fabric we develop. >> So, it used to be that, as an ex IT guy, it used to be that the security team was the Office of No. No, you can't do that; no, we won't let you do that. And there used to be this strong trade-off between was the initiative going to be secure, and how long did it take to actually execute? I hear you saying, and I want to just confirm this, is that, now we're working on how we can collapse the time between opportunity and execution, by making security go away as a barrier. Have I got that right? >> Yeah, exactly. I think the behavior of the some of the people in charge of security in the last 10 years was... They have to face new problems, new threats, and then, typically they have both the simple solution, and then... We landed with almost 35 different vendors into the security environment, and they are not talking all together. In fact, that's just increase the complexity. They land into situation where they recognize those don't work anymore, and that's, in fact, increase, potentially, the risk, because there is so much hold on the system. The fact that the knowledge that they had, in fact, is becoming more spread across the entire organization, is also a big evolution in terms of the mentality. >> Let's build on that, Patrice, because today, most of the threats take a long to develop, they're very sophisticated. So, someone will access, or will acquire access, to a particular system, that may not be very valuable, but they'll use that to get access to another system, and they'll use that to get access to another system, and if the business doesn't have a fabric, as you say, that's cognizant, or aware, of how all of these different elements play together, then you are facilitating someone being able to move through... Not detect, as they try to move, and that increases the likelihood that a company has a problem. So, it sounds as though it's increasingly important that you think in terms of a fabric, that is capable of observing how people are getting in here, trying to get in there, and has awareness of how the different security infrastructures actually work together. >> Yeah, definitely, I think one of the critical points about security is knowing. So, you have to know whatever the people, you have to know whatever of kind device, where they are, because we know today that it's not limited to a country. Cybersecurity is about world attack, so we see a lot of attack coming from foreign countries. You have to build a system that can collect those information, react on time, and, I think, the different components, they are working together, because often the threats can come from email attachments. It can be a different approach, or a IPS attack, or DDOS attack. But because those threats are always combined in the system, so you cannot detect at the email, so potentially they will be going through the system, and result in a system that communicates all together, and you don't know that this IP address has been already flagged as potential problems, while the email is going through. It's all about having the system, they are automated, and be able to have this global view. I think this is a very important aspect, because it's not just US-centric attack, and be able to quickly provide the value to the decision maker, because we have also less people on the Security Operations Center, due to the lack of skill, the skills shortage. The information has to go to these people in a very efficient way, and already highlight the importance of the attacks, whatever they are. That's how we can really reduce the time to detect, and reduce the time to act. >> You both mentioned a skills shortage, and that was actually mentioned in the keynote of the general session this morning. Is it the expectation, of Fortinet and your partners, that it has to be technology that's going to solve for that skills shortage? >> Yeah, I think we participate also, to try to resolve part of the skill shortage. We have launched, what we call, the NSE program, which is a certification that we launched, and we had about 60,000, right now, certified engineers in the world. In fact, just last year, we had about 34,000, so it has been growing fast. But we see there is a big requirement about acquiring this knowledge, which is becoming very complex, because every month, you have a new system you attack, so you have to be trained almost ongoing. And the level of the expertise is very high, so it's not like 20 years ago, where a firewall just blocking a system, so, easy to understand, easy for an engineer to understand, like people doing networking management. Security is much more complex. That requires ongoing training and knowledge transfer, to keep the people at the highest level. >> So one of the things, Peter, you and I were talking about, is that the security conversation is a board-level, boardroom conversation. From a partner community perspective, are you seeing, within the partner and the customer base, that there is now an expectation that, we're already compromised, we've got to now limit damage? Is that a broad expectation that most companies and industries have today? >> Yeah, definitely, I think the people... The company recognize that, anyway, they are being attacked, there is an issue. The role of the CSO inside a company is becoming very important. It's a kind of business enabler. It's not just a compliance answer, where before, they was there just to check the box on SOX compliance, or SCADA. So now they have to help the other business unit managers to run the company, and to transform the company to the digital age. >> Yeah, let me build on a couple of points that are being made here very quickly. First off, going back to the question of, is technology crucial? The digital business means that there will be greater demands on the security capabilities of the business. We cannot expect most business people to become smart about security, because this is very technical, hard stuff. We have to, therefore, make that capability more productive, and the only way to do it, is through technology. And that has become... The board is now aware of that, that the board recognizes, most boards recognize, that security in a digital world is a strategic business capability. It's tied to your brand, it's tied to your products, it's tied to the promises you're making to the marketplace. And, to your point, Lisa, they also recognize that they are constantly under attack, that there are intrusions, and the need is to limit those intrusions, by taking a system approach to it. And so, this notion of a platform is really, really crucial to delivering on what the board needs: a set of realistic, strategic security capabilities, that the business can count on. >> Yeah, definitely, and I think, you may have learned this morning, one of our customers, a big financial bank in the US, which implemented, in fact, the fabric, in fact, and it has been able to measure the reduction of internal threats, which was, one of the auditors said, "What's happened? Your system's networking?" In fact, it was the benefit of implementing the fabric. So, definitely, they recognized there is an ongoing problem inside the network, because, as we also say last year, it's no longer just the... You have to protect the perimeter. The threats come from inside, can be from employees. We also, with the fabric, we are able to create, what we call, internal segmentation, so, try to protect the data where they are, as the closest, and then also look about who is accessing to the data, and then flag to the relevant people if there is anomaly, and normal activity around those access of the data. Because as this evolution, the value is all about the data, so we have to protect the data, and that's the challenge of the system, so it's complex. That's also require collaboration. We do collaborate with cert companies, so we exchange. We're also the alliance founder for the cyber threats community. And we also expand our fabric, because we feel that the Security Fabric will be at the heart of the security strategy. And then, because security has to talk about application, about networks, you go inside all the system. So we build this fabric-ready program, and onboard a lot of other vendors, and that's the value for our customers as well, because then we can automate it, the security, and potentially the rules that need to be implemented after an attack, going to, potentially, the network device. So, it's just a team effort. I don't think that, Fortinet by themself, we can resolve the problem. It's combination of knowledge, people, other peers in the industry, and then we can really try to go against the threats that we know. Your life's always a chase. >> So, here we are, last word, giving, Patrice, to you, at Accelerate 2017. Great buzz here, you can hear and see it behind us. 700 partners here, end users. The announcement that came out today, what excites you most about this new year, this 2017, for Fortinet, and being able to help customers truly transform to a digital business, and trust their data? What's most exciting to you? >> Well, I think it's definitely, we all... There is a lot of feedback where we feel that, what we built in the last 16 years, in terms of technology, came through a very strong value proposition today. That's moving so fast, and there is only few vendor, in fact, on this standards, that they can do it; in fact, we feel that we are the only one on the security space. That's the echo I got from both the end user, but as well, the partner, you can see they are growing fast. So, yes, good promise for '17, and as you say as leader, of course we are expecting a great result. >> Excellent, Patrice Perche, thank you so much for joining. Peter, and thank you for joining as well. We thank you for watching theCUBE. We are live at Fortinet's Accelerate 2017, and we'll be right back. (electronic music)