>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel and AWS. Yeah. >>Welcome back here in the Cube. Our continued coverage of aws reinvent 2020 all virtual coming Thio with help. Obviously have some great technology here. Joined by Luca Bertelli right now who is the director of connected platform solutions at Carrier and Luca. Thanks for joining us here on the Cube. We appreciate the time. >>Hey, John. Great. Thanks for having me. >>Yeah, I'm just curious. I know the mantra carrier is dared to disrupt. And that Z certainly very aspirational. A lot of respects, and I would think so in your world. Uh, I o t artificial intelligence machine learning. That's very much resonating with your team. I would think Give me your take of dare to disrupt. And what does that mean in terms of how you go about your business and how you encourage your >>teams? Absolutely. That's a great place to start. I mean, we're where we're really thinking about, like, a startup right now, internally. I mean, we have so much need right now for our ability to be able to do more with data. Our customers are looking for it. The industry is looking for it. And, you know, we're traditionally thought of Maura about us and equipment manufacturing company. We make refrigerated containers, refrigerated trailers, and, uh, now we're really thinking about it. How do we work with our customers in order to be able to do more than just being equipment provider or a cargo monitoring solution? So we're really thinking about it internally with ourselves is as customers use the equipment as we can help them collect all the state about it. How do we think differently about how we can help them solve bigger problems in their business? So today, you know, we traditionally think about equipment moving product from from one place to another. We support our customers. We sell them refrigerated equipment to be able to do that. And, you know, now we're really trying to change the conversation from Okay, Well, how did your equipment perform to? What changes could you be making in some of your operations and how you're using your equipment? Thio even avoid problems coming up with him. And it seems like a pretty simple jump to move from this reactive world to a predictive world, but a supply chains pretty complex. There's a lot of players in the ecosystem. There's a lot of data. There's a lot of business problems that people are looking to solve. And so we're really looking at disrupting how how we do this with our customers. >>You know, you talk about refrigeration on that's transporting food, drink medicines, which we'll get into it just a little bit. That's all about cold chain solutions. And and so define that for me, if you would, you know, we talk about Cold Chain, what exactly you are speaking of. And then let's take it to the next step in terms of what are you applying now to, from a technological standpoint, to enhance your cold chain solution array? >>Now, that's a great question, Thio. I mean, look, I didn't think 2020 would be the year. That cold chain becomes a lot more easier to come up. Yeah, but it certainly has been that kind of a year, I think. And so you know, what is the cold chain? Well, when we move, products all over the world way understand the concept of supply chains, which is you know the movement of goods across the world. And when we look at the cold chain, it's really the supply chamber for temperature sensitive products. So whether we think about it as Berries that have to be kept at certain temperatures and preserved, or even a vaccine like the ones that we're seeing come out on the market now, those have to be kept within certain temperature specifications in order to maintain their efficacious nous or their safety of usage. And so the cold chain is really just that. It's the supply chain for temperature sensitive products and our role. There is really to be able to provide, uh, you know, services and equipment and services for our customers to be able to both create the coaching, um, in the form of refrigerated traders, refrigerated containers or display cabinet on also help the monitor the coaching via cargo monitoring solutions. >>Okay, so I know in that regard you have a code development effort going on right now with AWS that you launched. Probably what, like two months ago or so links l Y N X s. So let's talk about links on DWhite what AWS is bringing to the table for you in terms of these new capabilities and now, in turn, how you're going to put them into practice and what you intend to do with that. >>Yeah. So this is Look, this is an extremely exciting time for us, uh, Thio to be discussing this, especially in light of the fact that, you know, carrier comes at it with just being a leader in cold chain equipment, coaching, monitoring and when we looked around, just look for options. Thio really collaborate with Cloud Leader and analytics and machine learning on I 80 capabilities. We just think that that co development with a W S just is tremendously powerful. I mean, we, you know, a zoo we described earlier Our expertise is Maurin the cold chain side of things. And when you start thinking about all the equipment that's out there, all these shipments that have to be moved globally, um, we just think that there's a lot more that we could do with that data to help our customers do their jobs better. Whether that's helping them a pre emptive problem, understand and quantify the risk around a particular supply chain lane, uh, and really anticipate issues going forward and quite frankly, also for us. There are opportunities for our own operational improvement to be able to leverage a lot of that data and deliver our own services in a more frictionless way to our customers. So, um, when we look at that, we look at, you know, carrier as really a Coltrane expert, AWS as a leading cloud and data analytics provider on When you combine that together, we just think there's a massive opportunity for us to really generate transformational outcomes for our customers. >>So when it comes to the kinds of capabilities that you're now gonna have at your disposal, what you can offer to your customer base, give me give me a kind of, ah general example or illustration of value added here, you know where where's the improvement? Where's the enhancement in terms of the services that you provide based on the links array of of of tools? >>Yeah, absolutely so I mean, even when we look at the cold chain today, I mean, there's was probably about $35 billion worth of failures. That's how much these failures cost in the bio pharma industry. Whether that's pour cold chain control and or other factors. And when you start looking at the what that means, yes, it's a big monetary number. But what that means is that potentially some people did not get their medication on time. Potentially, people go to bed hungry because of the 475 million tons of of food loss right there are. There are significant kind of quantitative, uh, reasons here to do this. But at the end of the day, if somebody goes hunger, somebody doesn't isn't able to get the medication, and that's related to a Coltrane issue that we could have preempted or that we could have helped preempt. That's really what drives us. So when we look at that, we think about examples like our customers that are able to move product. They do a great job moving their product along their supply chains. But are there opportunities where we could say, Look, we're about to detect the problem that that could be coming up and maybe it's not. Maybe it's not catastrophic. Maybe it just means maybe use another refrigerated trailer versus another one. Or perhaps uh, look, there's a certain weather pattern that's starting to form up. You may want to consider rerouting the product in a certain way. These are things that allow us Thio, move, move our own support our own services from a reactive one where customers have had a cold chain issue and then we help them solve about it the next time around. But now we're going to really think about how do we use all this data? All this ai All this machine learning to be able to help customers potentially make decisions on the fly, Maybe reroute a shipment as it's moving or delay sending a shipment out or perhaps using even different types of packaging solutions to help reduce some of their costs. There's just, ah lot of opportunities for us to be ableto help customers take costs out of supply chain while still maintaining that level of safety that they need, uh, in their own Coltrane. >>What's the learning curve on something like that for you? You think because you said you have these, obviously, a lot more inputs? Ah, lot faster eso You're able to process information and analyze that data much more expediently as you ever could, Um, but I assume there's still ramping up to do in terms of understanding how best to apply that knowledge that you have? >>Absolutely. And look a lot of at the end of the day, a lot of it is the technology to be able to enable some of these insights to help move the needle and move us from a reactive to a proactive world. Uh, but at the same time, it's a lot of working very closely with customers to be able to ensure that any of these recommendations or any of the work that goes on toe to recommend a rerouting or something like that actually follows through with their own operating procedures. Right. So, you know, I come from a background of unmanned vehicles. We developed a lot of really fancy algorithms, but what I found a very soon enough is if you don't work closely with the human operators that are able to actually influence that change or take action on that decision, uh, it may not lead to the desired outcome that you had. So what we see in this is that yes, developing the insights is gonna be really important. But it is gonna be fundamental for us to be customer centric and really understand How are decisions and recommendations being made in the cold train today? And how do we best provide added value and an influence? How some of those decisions could be made going forward? >>And excuse me when we're talking about vaccines today. Obviously, Kobe 19 Eyes is the headline now, although flu season is upon us a swell. Are you going to be engaged in some way, shape or form with a cove in 19 vaccine transport? >>You know, we can't talk specifics, but certainly, you know, we we certainly worked very closely with customers that that ship a lot of different pharmaceutical products and where our help is needed. We will certainly will be there to support our customers and in the distribution, uh, >>way, Have a few more minutes. I do wanna transfer to food security because I know you do a lot of work in that space, man, that's that was your your primary space. I read a number that one third of the world's food produced to be consumed by humans is wasted and and that that really struck me. And so that's almost like a mission. I would think for you and for carrier uh, Thio lesson, that number. So tell me a little bit about your work in that space in terms of food security, what you're being is being done. And how again this relationship with the analytics and the i o. T. And all those capabilities are enhancing your work in that space? >>No. Absolutely. Look like you mentioned. I mean, these are missions for us, uh, both on the food side and on the pharmaceutical side. That's really what keeps me up at night is knowing. What else could we be doing differently? Um, and so absolutely. Unfortunately, food loss still continues to be Ah, big issue globally. Um, largely depends on which geography ease We're talking about where that food loss occurs, whether it's more at the consumer side or whether it's more at the ship or Grover side, where there's, you know, in some countries there is not enough of a cold chain developed yet where a lot of the food is wasted in transit in other countries. A lot of the food is just because we just throw it away. And so what we're really laser focused on is a zoo. We start analyzing the movement of goods for our customers, a Z move product throughout the world, our ability to be able to at least move the needle from where better data around the equipment or better data around the cargo monitoring could help either remove the potential loss of a product because maybe it had. The product is about to go and have a temperature excursion where it exceeded a certain temperature and it starts spoiling faster or where we can add refrigeration. Uh, in areas where it's most needed. Our ability. Thio use that data to start recommending, uh, different types of products, different types of packaging solutions, different types of shipment routes we think can really help move the needle for some of those customers and reduce some of the the food lost that that you mentioned and lead to a more nourished population. >>Well, it is a noble work, important work, and it certainly appears carriers well poised to continue that fine work well to the future. So, Luca, good luck with that. We thank you for your time here, and we appreciate your being with us here on the Cube. >>Thanks very much, John. Good to be here.