>>Welcome back to the cubes coverage of dr khan 2021. I'm john for your host of the cube. We're here with Amanda Silver, corporate vice president, product developer division at Microsoft. Amanda, Great to see you you were on last year, Dr khan. Great to see you again a full year later were remote. Thanks for coming on. I know you're super busy with build happening this week as well. Thanks for making the time to come on the cube for Dr khan. >>Thank you so much for having me. Yeah, I'm joining you like many developers around the globe from my personal home office, >>developers really didn't skip a beat during the pandemic and again, it was not a good situation but developers, as you talked about last year on the front lines, first responders to creating value quite frankly, looking back you were pretty accurate in your prediction, developers did have an impact this year. They did create the kind of change that really changed the game for people's lives, whether it was developing solutions from a medical standpoint or even keeping systems running from call centres to making sure people got their their their goods or services and checks and and and kept sanity together. So. >>Yeah absolutely. I mean I think I think developers you know get the M. V. P. Award for this year because you know at the end of the day they are the digital first responders to the first responders and the pivot that we've had to make over the past year in terms of supporting remote telehealth, supporting you know online retail, curbside pickup. All of these things were done through developers being the ones pushing the way forward remote learning. You know my kids are learning at home right behind me right now so you might hear them during the interview that's happening because developers made that happen. >>I don't think mom please stop hogging the band with, they've got a gigabit. Stop it. Don't be streaming. My kids are all game anyway, Hey, great to have you on and you have to get the great keynote, exciting to see you guys continue the collaboration with Docker uh with GIT hub and Microsoft, A great combination, it's a 123 power punch of value. You guys are really kind of killing it. We heard from scott and dan has been on the cube. What's your thoughts on the partnership with the developer division team at Microsoft with Doctor, What's it all about this year? What's the next level? >>Well, I mean, I think, I think what's really awesome about this partnership is that we all have, we all are basically sharing a common mission. What we want to do is make sure that we're empowering developers, that we're focused on their productivity and that we're delivering value to them so they can do their job better so that they can help others. So that's really kind of what drives us day in and day out. So what we focus on is developer productivity. And I think that's a lot of what dana was talking about in her session, the developer division. Specifically, we really try to make sure that we're improving the state of the art from modern developers. So we want to make sure that every keystroke that they take, every mouse move that they make, it sounds like a song but every every one of those matter because we want to make sure that every developers writing the code that only they can write and in terms of the partnership and how that's going. You know my team and the darker team have been collaborating a ton on things like dr desktop and the Doctor Cli tool integrations. And one of the things that we do is we think about pain points and various workflows. We want to make sure that we're shaving off the edges of all of the user experience is the developers have to go through to piece all of these applications together. So one of the big pain points that we have heard from developers is that signing into the Azure cloud and especially our sovereign clouds was challenging. So we contributed back to uh back to doctor to actually make it easier to sign into these clouds. And so dr developers can now use dr desktop and the Doctor Cli to actually change the doctor context so that its Azure. So that makes it a lot easier to connect the other. Oh, sorry, go ahead. No, I was just >>going to say, I love the reference of the police song. Every breath you take, every >>mouth moving. Great, >>great line there. Uh, but I want to ask you while you're on this modern cloud um, discussion, what is I mean we have a lot of developers here at dr khan. As you know, you guys know developers in your ecosystem in core competency. From Microsoft, Kublai khan is a very operator like focus developed. This is a developer conference. You guys have build, what is the state of the art for a modern cloud developer? Could you just share your thoughts because this comes up a lot. You know, what's through the art? What's next jan new guard guard? It's his legacy. What is the state of the art for a modern cloud developer? >>Fantastic question. And extraordinarily relevant to this particular conference. You know what I think about often times it's really what is the inner loop and the outer loop look like in terms of cycle times? Because at the end of the day, what matters is the time that it takes for you to make that code change, to be able to see it in your test environment and to be able to deploy it to production and have the confidence that it's delivering the feature set that you need it to. And it's, you know, it's secure, it's reliable, it's performance, that's what a developer cares about at the end of the day. Um, at the same time, we also need to make sure that we're growing our team to meet our demand, which means we're constantly on boarding new developers. And so what I take inspiration from our, some of the tech elite who have been able to invest significant amounts in, in tuning their engineering systems, they've been able to make it so that a new developer can join a team in just a couple of minutes or less that they can actually make a code change, see that be reflected in their application in just a few seconds and deploy with confidence within hours. And so our goal is to actually be able to take that state of the art metric and democratize that actually bring it to as many of our customers as we possibly can. >>You mentioned supply chain earlier in securing that. What are you guys doing with Docker and how to make that partnership better with registries? Is there any update there in terms of the container registry on Azure? >>Yeah, I mean, you know, we, we we have definitely seen recent events and and it almost seems like a never ending attacks that that you know, increasingly are getting more and more focused on developer watering holes is how we think about it. Kind of developers being a primary target um for these malicious hackers. And so what it's more important than ever that every developer um and Microsoft especially uh really take security extraordinarily seriously. Our engineers are working around the clock to make sure that we are responding to every security incident that we hear about and partnering with our customers to make sure that we're supporting them as well. One of the things that we announced earlier this week at Microsoft build is that we've actually taken, get have actions and we've now integrated that into the Azure Security Center. And so what this means is that, you know, we can now do things like scan for vulnerabilities. Um look at things like who is logging in, where things like that and actually have that be tracked in the Azure security center so that not just your developers get that notification but also your I. T. Operations. Um In terms of the partnership with dR you know, this is actually an ongoing partnership to make sure that we can provide more guidance to developers to make sure that they are following best practices like pulling from a private registry like Docker hub or at your container registry. So I expect that as time goes on will continue to more in partnership in this space >>and that's going to give a lot of confidence. Actually, productivity wise is going to be a big help for developers. Great stuff is always good, good progress. They're moving the needle. >>Last time we >>spoke we talked about tools and setting Azure as the doctor context duty tooling updates here at dot com this year. That's notable. >>Yeah, I mean, I think, you know, there's one major thing that we've been working on which has a big dependency on docker is get help. Code space is now one of the biggest pain points that developers have is setting up a new DEV box, which they often have to do when they are on boarding a new employee or when they're starting a new project or even if they're just kicking the tires on a new technology that they want to be able to evaluate and sometimes creating a developer environment can actually take hours um and especially when you're trying to create a developer environment that matches somebody else's developer environment that can take like a half a day and you can spend all of your time just debugging the differences in environment variables, for example, um, containers actually makes that much easier. So what you can do with this, this services, you can actually create death environment spun up in the cloud and you can access it in seconds and you get from there are working coding environment and a runtime environment and this is repeatable via containers. So it means that there's no inadvertent differences introduced by each DEV. And you might be interested to know that underneath this is actually using Docker files and dr composed to orchestrate the debits and the runtime bits for a whole bunch of different stacks. And so this is something that we're actually working on in collaboration with the with the doctor team to have a common the animal format. And in fact this week we actually introduced a couple of app templates so that everybody can see this all in action. So if you check out a ca dot m s forward slash app template, you can see this in action yourself. >>You guys have always had such a strong developer community and one thing I love about cloud as it brings more agility, as we always talk about. But when you start to see the enterprise grow into, the direction is going now, it's almost like the developer communities are emerging, it's no longer about all the Lennox folks here and the dot net folks there, you've got windows, you've got cloud, >>it's almost >>the the the solidification of everyone kind of coming together. Um and visual studio, for instance, last year, I think you were talking about that to having to be interrogated dr composed, et cetera. >>How do you see >>this melting pot emerging? Because at the end of the day, you pick the language you love and you got devops, which is infrastructure as code doesn't matter. So give us your take on where we are with that whole progress of of making that happen. >>Well, I mean I definitely think that, you know, developer environments and and kind of, you know, our approach to them don't need to be as dogmatic as they've been in the past. I really think that, you know, you can pick the right tool and language and stand developer stack for your team, for your experience and you can be productive and that's really our goal. And Microsoft is to make sure that we have tools for every developer and every team so that they can build any app that they want to want to create. Even if that means that they're actually going to end up ultimately deploying that not to our cloud, they're going to end up deploying it to AWS or another another competitive cloud. And so, you know, there's a lot of things that we've been doing to make that really much easier. We have integrated container tools in visual studio and visual studio code and better cli integrations like with the doctor context that we had talked about a little bit earlier. We continue to try to make it easier to build applications that are targeting containers and then once you create those containers it's much easier to take it to another environment. One of the examples of this kind of work is now that we have WsL and the Windows subsystem for Lennox. This makes it a lot easier for developers who prefer a Windows operating system as their environment and maybe some tools like Visual Studio that run on Windows, but they can still target Lennox with as their production environment without any impedance mismatch. They can actually be as productive as they would be if they had a Linux box as their Os >>I noticed on this session, I got to call this out. I want to get your reaction to it interesting. Selection of Microsoft talks, the container based development. Visual studio code is one that's where you're going to show some some some container action going on with note and Visual Studio code. And then you get the machine learning with Azure uh containers in the V. S. Code. Interesting how you got, you know, containers with V. S. And now you've got machine learning. What does that tell the world about where Microsoft's at? Because in a way you got the cutting edge container management on one side with the doctor integration. Now you get the machine learning which everyone's talking about shifting, left more automation. Why are these sessions so important? Why should people attend? And what's the what's the bottom line? >>Well, like I said, like containers basically empower developer productivity. Um that's what creates the reputable environments, that's what allows us to make sure that, you know, we're productive as soon as we possibly can be with any text act that we want to be able to target. Um and so that's kind of almost the ecosystem play. Um it's how every developer can contribute to the success of others and we can amor ties the kinds of work that we do to set up an environment. So that's what I would say about the container based development that we're doing with both visual studio and visual studio code. Um in terms of the machine learning development, uh you know, the number of machine learning developers in the world is relatively small, but it's growing and it's obviously a very important set of developers because to train a machine learning uh to train an ml model, it actually requires a significant amount of compute resources, and so that's a perfect opportunity to bring in the research that are in a public cloud. Um What's actually really interesting about that particular develop developer stack is that it commonly runs on things like python. And for those of you who have developed in python, you know, just how difficult it is to actually set up a python environment with the right interpreter, with the right run time, with the right libraries that can actually get going super quickly, um and you can be productive as a developer. And so it's actually one of the hardest, most challenging developer stacks to actually set up. And so this allows you to become a machine learning developer without having to spend all of your time just setting up the python runtime environment. >>Yeah, it's a nice, nice little call out on python, it's a double edged sword. It's easier to sling code around on one hand, when you start getting working then you gotta it gets complicated can get well. Um Well the great, great call out there on the island, but good, good, good project. Let me get your thoughts on this other tool that you guys are talking about project tie. Uh This is interesting because this is a trend that we're seeing a lot of conversations here on the cube about around more too many control planes. Too many services. You know, I no longer have that monolithic application. I got micro micro applications with microservices. What the hell is going on with my services? >>Yeah, I mean, I think, you know, containers brought an incredible amount of productivity in terms of having repeatable environments, both for dev environments, which we talked about a lot on this interview already, but also obviously in production and test environments. Super important. Um and with that a lot of times comes the microservices architecture that we're also moving to and the way that I view it is the microservices architecture is actually accompanied by businesses being more focused on the value that they can actually deliver to customers. And so they're trying to kind of create separations of concerns in terms of the different services that they're offering, so they can actually version and and kind of, you know, actually improve each of these services independently. But what happens when you start to have many microservices working together in a SAS or in some kind of aggregate um service environment or kind of application environment is it starts to get unwieldy, it's really hard to make it so that one micro service can actually address another micro service. They can pass information back and forth. And you know what used to be maybe easy if you were just building a client server application because, you know, within the server tear all of your code was basically contained in the same runtime environment. That's no longer the case when every microservices actually running inside of its own container. So the question is, how can we improve program ability by making it easier for one micro service that's being used in an application environment, be to be able to access another another service and kind of all of that context. Um and so, you know, you want to be able to access the service is the the api endpoint, the containers, the ingress is everything, make everything work together as though it felt just as easy as as um you know, server application development. Um And so what this means as well is that you also oftentimes need to get all of these different containers running at the same time and that can actually be a challenge in the developer and test loop as well. So what project tie does is it improves the program ability and it actually allows you to just write a command like thai run so that you can actually in stan she ate all of these containers and get them up and running and basically deploy and run your application in that environment and ultimately make the dev testing or loop much faster >>than productivity gain. Right. They're making it simple to stand up. Great, great stuff. Let me ask you a question as we kind of wrap down here for the folks here at Dakar Con, are >>there any >>special things you'd like to talk about the development you think are important for the developers here within this space? It's very dynamic. A lot of change happening in a good way. Um, but >>sometimes it's hard to keep >>track of all the cool stuff happening. Could you take a minute to, to share your thoughts on what you think are the most important develops developments in this space? That that might be interesting to ducker con attendees. >>I think the most important things are to recognize that developer environments are moving to containerized uh, environments themselves so that they can be repeated, they can be shared, the work, configuring them can be amortized across many developers. That's important thing. Number one important thing. Number two is it doesn't matter as much what operating system you're running as your chrome, you know, desktop. What matters is ultimately the production environment that you're targeting. And so I think now we're in a world where all of those things can be mixed and matched together. Um and then I think the next thing is how can we actually improve microservices, uh programming development together um so that it's easier to be able to target multiple micro services that are working in aggregate uh to create a single service experience or a single application. And how do we improve the program ability for that? >>You know, you guys have been great supporters of DACA and the community and open source and software developers as they transform and become quite frankly the superheroes for the transformation, which is re factoring businesses. So this has been a big thing. I'd love to get your thoughts on how this is all coming together inside Microsoft, you've got your division, you get the developer division, you got GIT hub, got Azure. Um, and then just historically, and he put this up last year army of an ecosystem. People who have been contributing encoding with Microsoft and the partners for many, many decades. >>Yes. The >>heart Microsoft now, how's it all working? What's the news? I get Lincoln, Lincoln, but there's no yet developer model there yet, but probably is soon. >>Um Yeah, I mean, I think that's a pretty broad question, but in some ways I think it's interesting to put it in the context of Microsoft's history. You know, I think when I think back to the beginning of my career, it was kind of a one stack shop, you know, we was all about dot net and you know, of course we want to dot net to be the best developer environment that it can possibly be. We still actually want that. We still want that need to be the most productive developer environment. It could we could possibly build. Um but at the same time, I think we have to recognize that not all developers or dot net developers and we want to make sure that Azure is the most productive cloud for developers and so to do that, we have to make sure that we're building fantastic tools and platforms to host java applications, javascript applications, no Js applications, python applications, all of those things, you know, all of these developers in the world, we want to make sure it can be productive on our tools and our platforms and so, you know, I think that's really kind of the key of you know what you're speaking of because you know, when I think about the partnership that I have with the GIT hub team or with the Azure team or with the Azure Machine learning team or the Lincoln team, um A lot of it actually comes down to helping empower developers, improving their productivity, helping them find new developers to collaborate with, um making sure that they can do that securely and confidently and they can basically respond to their customers as quickly as they possibly can. Um and when, when we think about partnering inside of Microsoft with folks like linkedin or office as an example, a lot of our partnership with them actually comes down to improving their colleagues efficiency. We build the developer tools that office and lengthen are built on top of and so every once in a while we will make an improvement that has, you know, 5% here, 3% there and it turns into an incredible amount of impact in terms of operations, costs for running these services. >>It's interesting. You mentioned earlier, I think there's a time now we're living in a time where you don't have to be dogmatic anymore, you can pick what you like and go with it. Also that you also mentioned just now this idea of distributed applications, distributed computing. You know, distributed applications and microservices go really well together. Especially with doctor. >>Can you share >>your thoughts on the framework that you guys released called Dapper? >>Yeah, yeah. We recently released Dapper. It's called D A P R. You can look it up on GIT hub and it's a programming model for common microservices pattern, two common microservices patterns that make it really easy and automatic to create those kinds of microservices. So you can choose to work with your favorite state stores or databases or pub sub components and get things like cloud events for free. You can choose either http or g R B C so that you can get mesh capabilities like service discovery and re tries and you can bring your own secret store and easily be able to call it from any environment variable. It's also like I was talking about earlier, multi lingual. Um so you don't need to embrace dot net, for example, as you're programming language to be able to benefit from Dapper, it actually supports many programming languages and Dapper itself is actually written and go. Um and so, you know, all developers can benefit from something like Dapper to make it easier to create microservices applications. >>I mean, always great to have you on great update. Take a minute to give an update on what's going on with your division. I know you had to build conference this week. V. S has got the new preview title. We just talked about what are the things you want to get to plug in for? Take a minute to get to plug in for what you're working on, your goals, your objectives hiring, give us the update. >>Yeah, sure. I mean, you know, we we built integrated container tools in visual studio uh and the Doctor extension and Visual Studio code and cli extensions. Uh and you know, even in this most recent release of our Visual Studio product, Visual Studio 16 10, we added some features to make it easier to use DR composed better. So one of the examples of this is that you can actually have uh Oftentimes you need to be able to use multiple doctor composed files together so that you can actually configure various different container environments for a single single application. But it's hard sometimes to create the right Yeah. My file so that you can actually invoke it and invoke the the container and the micro services that you need. And so what this allows you to do is to actually have just a menu of the different doctor composed files so that you can select the runtime and test environment that you need for the subset of the portion of the application that you're working on at the end of the day. This is always about developer productivity. You know, like I said, every keystroke matters. Um and we want to make sure that you as a developer can focus on the code that only you can Right. >>Amanda Silver, corporate vice president product development division of Microsoft. Always great to see you and chat with you remotely soon. We'll be back in in real life with real events soon as we come out of the pandemic and thanks for sharing your insight and congratulations on your success this year and and congratulations on your announcement here at Dakar Gone. >>Thank you so much for having me. >>Okay Cube coverage for Dunkirk on 2021. I'm John for your host of the Cube. Thanks for watching. Mhm

>>from around the globe. It's the >>cube >>With digital coverage of IBM think 2021 >>brought to you by IBM. Welcome back to the cubes coverage of IBM Think Virtual 2021. I'm john for your host of the cube. Got three great guests here talking about IBM cloud satellite and AI operations, Lori G O G M of Global SisQo Alliance, Matthew, Engelstad, IBM partner. Lead client partner for Canada financial services and cooper on Kent Asami VP of personal insurance. That economical insurance folks. Thanks for coming on the cube. This great panel on cloud satellite and Ai Ops. Thanks for joining me. >>Thank you. Thank you. Thank you john. Good to see you. >>Well, first let's start with you. There's a general manager for the IBM Cisco Strategic Partnership. Tell us more about the relationship as cloud has become hybrid. It's pretty much determined that's the standard and multi clouds right around the corner. The program ability of the infrastructure is critical and so obviously you can see the modern applications are doing that take us through the IBM Cisco strategic partnership. >>Mhm. Absolutely. So john as you know, and we've talked in the past, it's a 25 year relationship between IBM and Cisco longstanding. Now if you look at Cisco in the past, they've really been known as a networking and hardware company, but with the evolution of Cisco and how they're changing, they're really switching to be more around supporting technology and in the services and software areas. With that change coupled with Kendrell, our spin off of what we were previously calling Newco, we have an opportunity now to refocus all of the work that we're doing as IBM and Cisco going forward. You couple that with the red hat acquisition that we did almost two years ago, we've got a three way partnership here that's really bringing a lot of value to the marketplace. Now, when you look at that from a hybrid cloud perspective, we announced our satellite product which is built on top of Cisco technology with IBM in that as well. And then really taking the security elements of what Cisco does and bringing all this into the fold around that hybrid cloud solution. So we're super excited about this >>real quick. Why have you brought up a couple key points? I just want to get too. I know we're gonna get to it later, but the operating model has shifted, you mentioned with the new co and these relationships, ecosystem relationships and network effect, not just like packets, but like businesses and mps are critical. This new cloud operating model is really a center of of that. That that equation, how does that relate into all that? >>So, the, you know, these operating models and how we're going to market here is changing dramatically and you take what Cisco is doing and you know, we've got a client here with us Today programme who's going to talk about what they're doing with some of this technology. But really taking that at the core of how do you bring value at the client, what are they doing to get that hybrid cloud solution put into place And then what are all those surrounding elements around software managing the apps and things that we need? This is where IBM and Cisco coupled together. Really bring value >>cooper. You got teed up beautifully there so I want to go to you then go to Matthew after but okay, tell us more about this IBM. Cisco dynamic. You guys are hot growth company um doing very well and continuing to grow and sure, post pandemic. It's looking good too. So take us through why you decided to engage IBM and Cisco? >>Sure, sure john thank you. Um you know, to appreciate how we got here and why? We asked IBM and Cisco to help us. Let me first start by providing some background. Our journey started back in 2016 when we launched Sonnet and M. V. P. Uh Sonnet is a fully automated director customer digital channel where customers can quote and buy home and all of his online without the need to engage anyone at economical. Then in 2018, we launched by another m. v. p. Wine is our simplified self serve and digitized broker channel where broker partners can quote and buy home and auto insurance policies for their customers again, without the need to engage anyone at economical. Both uh some wine have won awards for innovation and both have been industry disruptors. You know, after launch we heightened our focus on enhancing business functionality and user experiences, given that we had started with MVPs, it made sense for us to put a lot of emphasis on enhancements initially. And you know, we maintained platform level monitoring capabilities at a macro macro level. We we and and the way we did the enhancement where we stood up agile pods, you know, focused on very specific business mandate. This approach delivered design results for our business. But as our excitement grew for our upcoming I. P. O. And our business started ramping up their growth plans. We needed to increase our focus on fine tuning key components which included enhancing our focus on stability and predictability for our sonnet and wine platforms. And we needed the ability to look deeper and get into the micro level so that we can monitor the pulse of uh you know, every component of our users journey uh across both solid and wine. And we need to help with this. And this is where we engage idea Francisco to help us through this journey >>on that vision real quick. How does the A. I. Fit in more on the automation side or on the upside? I mean I can imagine what that growth in the I. P. O. You're thinking automation I'm assuming. Can you elaborate quickly? >>Absolutely. So I mean if you think about it, it's a lot of data that we get like it's all digitized so we have a lot of data in there and this is where you know the ability to be able to actually mined that data and actually be taking proactive steps in terms of predicting having predictability and all that. That's where the Ai Ops comes in but that's part of our journey through this. >>Yeah that's good. I mean the theme here is transformation is the innovation at scale. Matthew, you lead the financial services division in Canada. What are you seeing as the hot topics uh with your clients and how are you responding? House IBM participating? >>Yeah, absolutely. And cooper and was touching on on this from economical perspective, they already have two leading digital solutions in market with Sonnet on the retail customer side in vine with their broker network. But what we're seeing even more so in the past year or so of the pandemic is a dramatic acceleration of that and then digital experience. So our clients and their customers are expecting digital native solutions that are contextually personalized, highly secure and always available or extremely resilient. Right? That obviously plays into IBM's capabilities and our joint capabilities with our partner ecosystem such as Cisco appdynamics around high hybrid, multi cloud and AI. >>So, if you don't mind if I don't mind following up on that app dynamics point, um can you tell me a little bit more about how that solution played out and how that involved? >>Yeah, absolutely. So first off this was based again on our longstanding relationship with Cisco appdynamics that laura was speaking about and then unique to what cooper and and economical was seeking. Of stitching together the data footprint across the infrastructure architecture. But leveraging data in a business context. And I think that is the unique value that app dynamics brings to this scenario here is a market leading solution that does bring together those multiple datasets, but contextual ISeS them in a business context. So you can understand from a user perspective that end to end journey right from initiation in the application all the way through the technical infrastructure and it becomes very preventative uh in terms of identifying and resolving potential issues before they even occur. >>So empty and this IBM services worked well together right there. That's your key point, right? That's >>absolutely. And that's the point is bringing to bear the best combination of, of solutions and services on behalf of our customers set. And this is where appdynamics and IBM uh, and our other partners work incredibly well together. >>We'll talk about the dynamics. Again, this is again, this highlights the point of the better together combination here with the Cisco relationship and the IBM evolution you mentioned, um what can other clients expect? I mean, this is gonna be the playbook. I mean you got the cloud satellite take us through what this means. What does all this mean? >>Yeah, absolutely. I'll start and maybe even laura can can add as as needed, but from an IBM perspective, absolutely. We're gonna work with our partner ecosystem um in the hybrid, multi cloud world. So uh we've really evolved whether it's IBM cloud aws as some of our clients, including economical and others Microsoft, Azure, um google. Uh It is about bringing those together regardless of strategic decisions made on cloud platform, but understanding how the applications play together and again, stitching together the data across those applications sets to drive value out of it. Uh This is where we're really seeing the evolution of IBM in our partner ecosystem and the evolution of IBM services as well. Awesome. >>Yeah. And if you really look at what Cisco is trying to do, um they've declared they're going to be in this hybrid cloud space. They bring elements to the solution. When you look at networking we look at some of the security and then when we start looking at how this combines with edge technology, we really start getting combinations between the IBM technology, the Cisco technology and how that completes a picture in a solution for a client. >>I love the end to end story, actually hybrids, distributed computer in my mind and now you've got multi club, it's just subsystems and all gonna have to be operated together and the software all makes that happen. I could see tons of headroom opportunity there cooper and talk about what you guys are seeing as results now because this is where you start to see uh the conversation shift too. It's not just go to the cloud anymore, it's make the cloud operational on all environments. That's really people want to see, can you share what you're seeing as a result? And where do you go from there? >>Yeah, absolutely. Um you know what's awesome about all of this is first of all, in a very short time, the team which really was composed of a cross functional and the highly collaborative group of people, uh they've already delivered some key pieces that are giving us line aside into what's going on for our business solution and you know, the implemented uh scope is already detecting symptoms and allowing us to be very proactive and it is also helping us to complete root cause analysis faster, helping us reduce defect linkage through a quality assurance practices. So, you know, for us, as I mentioned earlier, this is a journey like, you know, unlike traditional approaches where um implementations are driven by predetermined scope, we are changing the mindset specifically because we're using a lot of telemetry and continuous discovery in helping transform how our platform is important. You know, it has become part of our philosophy where business and technology are now working closer together and our vision is to navigate yeah continuously towards having a highly automated monitoring solution that leverages cognitive insights and intelligence. So you know to be able to have a robust self healing capability and this is where it kind of ties with the whole cloud capability because now you can actually enable the self self healing capabilities and with afghan um is bringing in the uh uh dynamic capture of issues happening and things like that. And if you kind of step back a bit and if you think of this approach, this is no different than how we envisioned and how we implemented both Summit and Wine where it was a fully digitized end to end solution that provides services and value for excuse me for our customers. Right? So hopefully that changes the picture. >>That's awesome. Great insight, Laura Matthew Gordon? Thanks for coming on the cube in the last minute that we have, let's go down the line laura Matthew cooper on. We'll start with you guys. What's the bottom line for IBM and Cisco relationship with the cloud satellite and a I guess what should people walk away with? What's the bumper sticker? What's the summary? >>So as IBM invest more and more in these strategic cloud hybrid cloud solutions industry focused, it's really bringing an industry focused solution to clients without us having to reinvent that every time. And as you heard from from Kobrin here, I mean we're bringing that value to our customers. >>All right Matthew, >>yeah, I just like to add and this is a great example here of being able to co innovate and collaborate with our partners and with our clients, economical in this case to evolve these solutions And as cooper and had stated, uh, this is the first step in a journey here and there's lots of exciting things to come, >>come on, take us home. Final word. >>Thank you. What I would say is what we've learned from. This is really uh, standing this up more like a garage style kind of situation where you can actually get something going rapid and you get business results and you start seeing RY very quickly. So that's the benefit. I've >>seen some great points. IBM and Cisco better together this ecosystem. The co creation, the new network effects is the new dynamic in the marketplace. This is the table stakes. Thanks for coming on. Thanks for sharing the insight. Thanks for coming. Thank you. Appreciate it. >>Thank you. Thanks a lot john >>Okay. IBM think 2021. I'm John for with the Cube. Thank you for watching. >>Mm

>> live from San Francisco, celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019. Brought to you by VM Wear and its ecosystem partners. >> Welcome back to two cubes. Live coverage in San Francisco, California for VM World 2019. I'm John Ferrier, Postal Cuba David Lattin, My Coast, Dave. 10 years covering the BM World Paul Maritz laid out the stack early on. We saw that and watch it go through Its motions now >> remain from the marketing people got a hold of >> that mainframe turned into cloud Now hybrid cloud seven years after we first started about 2012 has been great Our next guest, Paul Falsone, S V. P and general manager of the Cloud Native APS. This is a business unit within VM where that is going to the next level. This is the Act three is Jerry Chen said any of you I talked earlier for VM wears a company. I won't say moving up the staff because there is no stack. It's cloud, right? So its applications on top of operating infrastructure Dev ops going enterprise scale is about developers building APS operating them in scale. This is a big focus of what you're doing. >> It is a dead end of the day. One of my close friend of mine, who's in front of customers all the time, reminds our team constantly that our customers applications matter of the most cause. That's what they used to get in front of their customers with the Dillman teams and the tools they're building the user. Japs come second cause that's what supports the abs. And then the infrastructure comes third zone away. There is that stacks it, but never forget you were at the bottom of the pecking order, if you will, when it comes to ultimately bringing full customer value to our company, our customers, businesses. >> And it's one of the things we've been looking back at our 10 years covering VM where I think you're 13 15 of'em world is that the virtual ization of all very quickly around really optimizing server virtualization really kind of change. The game of one kind of knows that our knows the history there, but it did it without any code changes, too, APs and I think that was a very innovative thing. Now we looking containers and what Kubernetes is bringing to the table. You're starting to get some clear visibility into what's happening and what's possible. Could >> you >> share your vision on what that visibility is that you guys are eyeing for the marketplace in four of'em, where, >> sure, the APP development methodologies are changing, changing more today than they have in the last 20 years. We're seeing ah lot of new concepts and approaches that right now really only accessible to a small percentage of application developers worldwide. We want to try to bring those application development methodologies, practices tools to the mainstream so we can. We can touch the 13 or $14 million.1,000,000 enterprise developers around the world and help the CEOs in their line of business counterparts at our customers get a CZ much productivity out of their development teams as possible. At the end of the day, those APS we're gonna power the next decade of those organizations success or failures with their customers, and so that's becoming a real competitive asset. I've had a number of customer discussions here this week where the primary theme is how me help my developers move faster at enterprise scale, but in a regulated environment in an environment where compliance is is front center >> to big things going on in your world that we covered extensively, honestly, pretty impactful to the Vienna, where portfolio one as open source and hefty oh, acquisition half a billion dollars almost a year ago, about a year left in less than a year, probably was that we close in December last year. So yes, ovary. Just recently we know those guys all people. I mean, I've been covering that for a while, and then I'll see the pivotal acquisition. Just announced a drink from the fire hose. There be doing tons of press briefings, those to impact points, kind of leaving a mark. >> So we've been we've been building up to this. I joined AA Drink them were in 2012 through the Sierra acquisition, but I moved into this role about just about three years ago, and one of the things that we identified early on was, ah, close partnership with Pivotal was going to be essential inside of the Del Technologies umbrella for us to exist in thrive together. And so that's where the idea for P Cass was born. So the combination of V. M. R. R and D with pivotal RND focused on delivering our first community service to our enterprise. Customers we brought helped you in last year. Once they saw what we were doing and thought about the possibility of what would happen if we actually took some of the concepts of communities and p ks and embed them into V sphere, That was, I think, the real ah ha moment for for us and the happier team coming together in the power of what that could enable. But all along the way, we always believed that that was just covering the infrastructure side of the equation. You still needed to get through the making the APP developers productive and efficient in this new infrastructure world and so on to be able to do so on any cloud. And that's where the pivotal piece finally came together last just last month. July Pivotal put out a lot of information in the market around how they're evolving their portfolio to be very cool, bernetti centric, moving forward. And that was a big part about getting all the pieces lined up so that the M word could deliver what we announced this week. The in the town's a portfolio with the component tree for building running in managing modern applications on any club, >> we've kind of come full circle here, predates, and I Sarah, But you guys talking about the stack? Yeah. Paul Moretz. I used to have the whole stack. Ed actually applications up here with Simba. Spring sources around. Exactly. And then you had these when I used to call the misfit toys. Have you had some assets in the M. C as coming in Vienna, where Paul Maritz, Joe Tucci decided, create pivotal as the The platform developed next generation applications. Now it's all come full circle there. So my question is related to that stack and particularly the death part of that stack. This audience is not Deb's not, but increasingly, you've gotta attract that audience. So what's what's your thoughts there? And so >> I think pivotals done a very nice job over the years through the Con Foundry Foundation. The work they've done there through the spring community Spring is at this stage is is arguably the most popular modern Java development environment on the planet. So, you know, we're seeing a tremendous amount of leverage of that of that framework and so between the events of pimples is actively involved in Leeds and their ability to help customers, um teach their enterprise developers how to get the most out of this modern tool kit. We think that there is some wonderful ingredients to a recipe to really scale this thing up in a big way. We way. I also believe that Veum we're still has a lot to learn about what it means to best support enterprise developers and their organizations. And so we are quite a bit in learning mode right now. We're gonna take a lot of lessons from the pivotal team as we as we move forward towards the close and learn a lot more about the team in the culture and their customer engagements. But one of the things I think is is front and center to what pivotal has for customers today is their transformation Service's customers. You've got different groups inside a customer summer looking to build the newest applications. Some of them are just trying to get more operational efficiency out of what they have today. Some of these customers have 12,000 applications in their environments. Um, pivotal has ah set of service is that come in and they help them take their existing monolithic applications and just modernize key components of them so they can operate them more efficiently and reclaim a lot of resources to go do other things. That, I think is probably the lowest hanging fruit for enterprise organizations today. And I'm very, very excited about the service is that pimple has to make available the customers on that front. >> Assad and Jerry Chen, earlier than the other set I was mentioning earlier is a VC now, Greylock, big time to your one. We see former VM Where, uh, guy from 22,003. He also worked on cloud foundries in sight. We ask about the white spaces where starts to thrive in one of the transit is kind of pointing to was have some cummings going public. Some are being bought at sizable numbers, but we rift on. The idea of monitoring was a boring category right now. Observe ability, which is just be monitoring 2.0, you got I pose. You got acquisitions. I mean, major action happening in this observe ability space. I bring this up because that's an area you think, Oh, it's a white space Data opportunities for companies to build service is really points to this cloud. 2.0 application Renaissance And I want to get your thoughts on that environment. What needs to be in place to make that happen? Honestly, pivotals keep for you guys. I get that on Vienna. Where side, but for the ecosystem and for the marketplace, people trying to make careers and or do things What is that cloud 2.0, complexity that need to be abstracted away or >> so The Pepto team had a great Craig and Joe had this great, uh, one liner on kubernetes is all about where the people structure meets the infrastructure. When you think about that, our enterprise organizations have thousands if not tens of thousands of developers all trying to do similar. But a lot of cases different things at the same time, across lots of different cloud infrastructures. On the infrastructure team side, you've got private cloud, you've got hybrid cloud. You've got public cloud environments that you have to get your arms around, monitor, manage, secure and get visibility into. We believe that Carini sits at that perfect layer between the two domains on. This is a big part of why we developed Tom's a mission control. It's just that that perfect layer between the two domains, too, access the company's later and give you full visibility into what all of your developers were doing on every piece of your infrastructure. And we also think that's gonna be a very interesting place for third parties to plug into to gain access to all of the community's clusters that we're helping. Our customers managed across their app landscape to do very interesting things. And so we're really excited about the ecosystem that that project will open up. >> You think this opportunity to start ups in there? >> I do. I do. I think there's a ton of other I mean, think about it just really basic math. Ah, VM based application. When it gets containerized, it has just on the compute side alone. Never mind the networking in the storage site. There are 10 times as many moving parts. A typical containerized EPA's 10 times as many moving parts as avian bay Step. If you think about that applied to the networking layer, you think about that applied to the storage layer, the security layer. You've got 10 times as many points to secure. Now, how do you get your head around that level of complexity As a an operations person, you can't do it. Humans can't do it anywhere. You can't write down your actions. Control this on a pad of paper and know what's what's accessing what anymore, >> Dave. One more question, if I may, on the on the VM container thing, there's a debate or are architectural kind of conversation, and customers are having around when to do containers in three days on bare metal or with V EMS. How do you guys talk to that house? The >> steam going because that was my question. So there was a snarky tweets yesterday. I want to get your reaction to it. And the tweet was during yesterday's keynote. I thought we we launched pivotal so that we didn't have to run containers on V EMS. Now the reality to your point is that people are running containers on bare metal. They're running him on vehement the EMS. I don't have any data, but I wonder if you could comment on that >> so way Probably have a couple of snarky comments of our own on this three share one of the things that put up on stage. Yes, I'll start at the kind of a little little. And I worked my way up at the base layer. The testing we're doing with Project Pacific, which is something we announced this week, which is effectively bringing kubernetes into the heart of the sphere. We're actually using combinations to make the sphere better. We're also going to expose communities to our customers through V sphere, just like we exposed the EMS today. This is a pretty exciting project for the for the company in our early testing of this project, based on the advanced scheduling capabilities of the SX hyper visor take advantage of modern hardware. We're seeing an 8% better performance in a certain test sweet versus what you'd see on bare metal so are ready at the early stages. We're seeing some benefits now take that a step further. The big public college for writers out there if you look at service is like G K on Google. If you look at a ks, uh, recast on Amazon, a cast on his door, every single one of their community service is is run against a virtualized environment, not on a bare metal environment. Why is that? Well, because their customers are using containers in VM, side by side, the flexibility you get out of that virtualization layer. Whether you're a big public cloud provider or your ah smaller enterprise shop running your own data centers, the benefits are proportionate, rather equal on dso >> the narratives off a little bit. What you're saying. What I hear you saying is people use virtualization for a lot of efficiency and scale reasons that's independent of what happens with bearnaise decisions. So if you decide you want to run Cubans on bare metal, go >> to go to town. We think >> if you want to do that, >> you want to do that. But we don't. We actually see a lot of customers who have started down that path. When they go to get to that operational stage, they're realizing they're now dealing with firm where again, they're dealing with Nick drivers again. They're dealing with stuff, and they can easily take that and turn it over to their ops team that's already managing a huge virtualized state and operated with the same tool. >> That's a really a layer thing around round scale. You do the virtual ization for Ryan reasons, and then cos sits on top of it for a whole another reason. >> And the I'd say its operations scale these operations teams need to, you know, just look at the number of announcements we made this week. For an ops team to get their head around all of these new technologies simultaneously is impossible to bring them in one new capability of time into the thing that they're already operating for. That organization is very >> positive. If I understood yesterday, you're claiming better before 8% better performance relative to bare metal. I know that's apples to apples. Or what kind of juicing you're doing on the benchmark >> sex schedule that it chooses it right there. >> I want to ask you about integration and look at it as a quasi. His story of the the industry. You go back to see A with all the acquisitions, right? Historical force it with fusion. Different layer of the stack. I know. Certainly Del did a lot of acquisitions. Some of them work. Some of them didn t m c. Same thing pretty successful. Actually. VM were great engineering. Um, very strong. Go to market on really good acquisitions. My question is on integration with the nice Sarah background, I wonder. I mean, nice. Sarah seems to be very well integrated into the VM. Where platform How is integration The state of integration today within V. M. Where is it a lot easier today because we're living in this AP I economy. What about VM? Wears sort of integration ethos. One of the challenges. I wonder if you could comment and that long. So >> I've been through, uh, to significant integrations of'em where the 1st 1 was with this nice era on. I was on the I was on the incoming side, not the receiving side. The next was with hep Theo. I was on the receiving side, not the incoming side. And so, as coming into this year, back in 2012 Pat was extremely supportive and asked his entire team to be very supportive of getting us integrated quickly and productive. A CZ fastest possible. We were on campus on the via more campus from the next era office within days of the deal closing. That's how efficient Veum work. That's like that's the mindset hammerhead coming into. We were in a building. We were co located with the other networking engineers and product managers. Within the first week on, we were off to the races. That was about 100 20 person company. Hep Ko is about 100% company, Um, about the same efficiency we were consolidating. Offices were bringing them over again, mostly distributed team, but they had a center of gravity. In Seattle. We had a center of gravity in Bellevue. We brought the team's over within within a couple of months in about three months. In three and 1/2 months in, we had the team fully integrated. The organizational design done all the tools in a greater we're all in the same systems. So what happens very quickly now, an organization that's much bigger like like pivotal 3000 employees. Public company takes a little bit longer to get from Deal announced the deal close because it's too public entities. It'll take a little bit longer to do all the integration, but we're already thinking thinking about we know them so well and they know us so well. We already know where the potential landmines are, where the potential rough spots are. Pat prides himself and, uh, this pushes down into the rest of them were on well, welcoming new team members in new groups into the company. And so we try to do that really were very culturally sensitive way optimized for the right tool kit s O that we take, we take some learning like cloud health. When they came in, they had a lot of expertise around. SAS drooling and support of customers were adopting all of that, right. Were jettisoned some of our older tools in favor of some of the things that >> we're gonna win the modernization. So I want to get your thoughts on the last question for the second congratulations, your your your area. We love what you're doing. We think it's super important. Would be covering it like a blanket this year and going forward. But Pakistan came on was wrapped. Talking about 10 years and doing the riffing on the Cube are 10 years covering it. We have some 10 years forward, which waves to be on. They highlighted on the past 10 years in this ear acquisition as a critical moment to bring VM. We're into the S T D C kind of concept started networking up, so we know the history they're sti n and then going forward, he says. If you're not a networking and security in the next wave and Kubernetes is Number one, you're really gonna be missing out. So we highlighted networking, security and kubernetes. But networking. It's nice here on both sides of that 10 year spectrum. You're part of that. >> Why is that? Why is that wise >> watching people know that networking is the most important piece of the wave here? What's the relevance of what he's saying? Share their thoughts on >> Think about the increasing complexity of what at modernization drives into the infrastructure. You're getting smaller and smaller moving parts that that need to operate together at scale in a comprehensive, logical way. But at any point in time, if you're if you're an enterprise organization, if you've got if you've got compliance requirements, audit ability, requirements. If you want to protect, you hear about the number of of small towns that get blackmailed on a daily basis because someone's secured an encrypted There, there, there count taxpayer data and they're there, their victims. All right, this is this >> is some say, cyber warfare. >> It is something. So if you think about in orderto help, our customers get the most out of their developers, these tools that open up I think the potential of a lot more avenues of attack get a lot more complex. And so we think that these two have to progress hand in hand. One. We do want to help developers go as fast as possible. We won't help enterprises get the most out of those developers. That's a big part of why we brought them were into into the damn warfare. We're bringing a pivotal into the VM. We're family, but at the same time, we recognize that the infrastructure has to progress. Every bit is fast, and the network is the thing that ties all these parts together. Whether it's a layer three year layer for networking today or level layer several networking layer seven AP I based networking in the future >> all. I mean, I'm not gonna bring up I ot or industrial i ot to takeovers of physical devices, whether it's a self driving bus off a cliff or taking over towns and cities warfare, I mean the service areas of enormous networks, Internet connectivity applications over the cloud native. Anyway, we know that, right? So a lot to talk about. Thanks for coming on. The Cube Sharing your insight. Senior Vice President, General manager, The Cloud Native APS Group. This is really the key instrument with envy em where to take kubernetes and the advancement of cloud to 0.0 to the next level. I'm John for a day. Volante, be back after this short break.

>> live from New York. It's the Q covering AWS Global Summit 2019 brought to you by Amazon Web service, is >> welcome back here in New York City on stew Minimum. My co host is Corey Quinn. In the keynote this morning, Warner Vogel's made some new announcements what they're doing and also brought out a couple of customers who are local and really thrilled and excited to have on the program the C i O and E V P from Finn Ra here in New York City. Steve Randall, thanks so much for joining us. You're welcome. Thank you. All right, so, you know, quite impressive. You know when when I say one of those misunderstood words out there to talk about scale and you talk about speed and you know, you were you know, I'm taking so many notes in your keynote this 1 500,000 compute note. Seven terabytes worth of new data daily with half a trillion validation checks per day, some pretty impressive scale, and therefore, you know, it's I t is not the organ that kind of sits in the basement, and the business doesn't think about it business and I t need to be in lobster. So, you know, I think most people are familiar with in Rome. But maybe give us the kind of bumper sticker as Thio What dinner is today and you know, the >> the organization. Yeah, I started it Fender and 2013. I thought I was gonna come into a typical regulator, which is, as you alluded to technologies, kind of in the basement. Not very important, not strategic. And I realized very quickly two things. Number one, The team was absolutely talented. A lot of the people that we've got on her team came from start ups and other technology companies. Atypical financial service is and the second thing is we had a major big data challenge on our hands. And so the decision to go to the cloud S I started in March 2013. By July of that year, I was already having dialogue with our board of directors about having to go to the cloud in orderto handle the data. >> Yeah, so you know, big data was supposed to be that bit flip that turned that. Oh, my God. I have so much data to Oh, yea, I can monetize and do things with their data. So give us a little bit of that, That data journey And what? That that you talk about the flywheel? The fact that you've got inside Finneran. >> Yeah. So we knew that we needed the way were running at that time on data warehouse appliances from E, M. C. And IBM. And which a data warehouse appliance. You go back 10 15 years. That was where big data was running. But those machines are vertically scalable, and when you hit the top of the scale, then you've got to buy another bigger one, which might not be available. So public cloud computing is all about horizontal scale at commodity prices to things that those those data data warehouse appliance didn't have. They were vertical and proprietary, inexpensive. And so the key thing was to come up to select the cloud vendor between Google, IBM, You know, the usual suspects and architect our applications properly so that we wouldn't be overly vendor dependent on the cloud provider and locked in if you will, and that we could have flexibility to use commodity software. So we standardized in conjunction with our move to the public cloud on open source software, which we continue today. So no proprietary software for the most part running in the cloud. And we were just very smart about architect ing our systems at that point in time to make sure that those opportunities prevailed. And the other thing I would say, this kind of the secret of our success Is it because we were such early adopters we were in the financial service industry and a regulator toe boots that we had engineering access to the cloud providers and the big, big date open source software vendors. So we actually had the engineers from eight of us and other firms coming in to help us learn how to do it, to do it right. And that's been part of our culture ever since. >> One thing that was, I guess a very welcome surprise is normally these keynotes tend to fall into almost reductive tropes where first, we're gonna have some Twitter for pet style start up talking about all the higher level stuff they're doing, and then we're gonna have a large, more serious company. Come in and talk about how we moved of'em from our data center into the cloud gay Everyone clap instead, there was it was very clear. You're using higher level, much higher level service is on top of the cloud provider. It's not just running the M somewhere else in the same way you would on premise. Was that a transitional step that you went through or did you effectively when you went all in, start leveraging those higher service is >> okay. It's a great question. And ah, differentiator for us versus a lot. A lot of the large organizations with a legacy footprint that would not be practical to rewrite. We had outsourced I t entirely in the nineties E T s and it was brought back in source in in house early in this decade. And so we had kind of a fresh, fresh environment. Fresh people, no legacy, really other than the data warehouse appliances. So we had a spring a springboard to rewrite our abs in an agile way to be fully cloud enabled. So we work with eight of us. We work with Cloudera. We work with port works with all the key vendors at that time and space to figure out how to write Ah wraps so they could take most advantage of what the cloud was offering at that time. And that continues to prevail today. >> That that's a great point because, you know so often it's that journey to cloud. But it's that application modernization, that journey. Right. So bring us in little inside there is. You know how it is. You know, what expertise did Finn Ra have there? I mean, you don't want to be building applications. It is the open stuff source. The things wasn't mature enough. How much did they have toe help work, you know, Would you call it? You know, collaboration? >> Yeah. The first year was hard because I would have, you know, every high performance database vendor, and I see a number of them here today. I'm sure they're paddling their AWS version now, but they had a a private, proprietary database version. They're saying if you want to handle the volumes that you're seeing and predicting you really need a proprietary, they wouldn't call it proprietary. But it was essentially ah, very unique solution point solution that would cause vendor dependency. And so and then and then my architects internally, we're saying, No way, Wanna go open source because that's where the innovation and evolution is gonna be fastest. And we're not gonna have vendor Lock in that decision that that took about a year to solidify. But once we went that way, we never looked back. So from that standpoint, that was a good bad, and it made sense. The other element of your question is, how How much of this did we do on our own, rely on vendors again? The kind of dirty little secret of our beginnings here is that we ll average the engineer, you know, So typically a firm would get the sales staff, right. We got the engineers we insisted on in orderto have them teach our engineers how to do these re architectures to do it right. Um and we use that because we're in the financial service industry as a regulator, right? So they viewed us as a reference herbal account that would be very valuable in their portfolio. So in many regards, that was way scratch each other's back. But ultimately, the point isn't that their engineers trained our engineers who trained other engineers. And so when I when I did the, uh um keynote at the reinvented 2016 sixteen one of my pillars of our success was way didn't rely overly on vendors. In the end, we trained 2016 1 5 to 600 of our own staff on how to do cloud architectures correctly. >> I think at this point it's very clear that you're something of an extreme outlier in that you integrate by the nature of what you do with very large financial institutions. And these historically have not been firms that have embraced the cloud with speed and enthusiasm that Fenner has. Have you found yourself as you're going in this all in on the cloud approach that you're having trouble getting some of those other larger financial firms to meet you there, or is that not really been a concern based upon fenders position with an ecosystem? >> Um, I would say that five years ago, very rare, I would say, You know, we've had a I made a conscious effort to be very loud in the process of conferences about our journey because it has helped us track talent. People are coming to work for us as a senior financial service. The regulator that wouldn't have considered it five years ago, and they're doing it because they want to be part of this experience that we're having, but it's a byproduct of being loud, and the press means that a lot of firms are saying, Well, look what Fender is doing in the cloud Let's go talk to them So we've had probably at this 50.200 firms that have come defender toe learn from our experience. We've got this two hour presentation that kind of goes through all the aspects of how to do it right, what, what to avoid, etcetera, etcetera. And, um, you know, I would say now the company's air coming into us almost universally believe it's the right direction. They're having trouble, whether it's political issues, technology dat, you name it for making the mo mentum that we've made. But unlike 45 years ago, all of them recognize that it's it's the direction to go. That's almost undisputed at this point. And you're opening comment. Yeah, we're very much an outlier. We've moved 97 plus percent of our APS 99 plus percent of our data. We are I mean, the only thing that hasn't really been moved to the cloud at this point our conscious decisions, because those applications that are gonna die on the vine in the data center or they don't make sense to move to the cloud for whatever reason. >> Okay, You've got almost all your data in the cloud and you're using open source technology. Is Cory said if I was listening to a traditional financial service company, you know, they're telling me all the reasons that for governance and compliance that they're not going to do it. So you know, why do you feel safe putting your your data in the cloud? >> Uh, well, we've looked at it. So, um, I spent my first year of Finn run 2013 early, 2014 but mostly 2013. Convincing our board of directors that moving our most critical applications to the public cloud was going to be no worse from the information security standpoint than what we're doing in our private data centers. That presentation ultimately made it to other regulators, major firms on the street industry, lobbyist groups like sifma nephi. AP got a lot of air time, and it basically made the point using logic and reasoning, that going to the cloud and doing it right not doing it wrong, but doing it right is at least is secure from a physical logical standpoint is what we were previously doing. And then we went down that route. I got the board approval in 2015. We started looking at it and realizing, Wait a minute, what we're doing here encrypting everything, using micro segmentation, we would never. And I aren't doing this in our private data center. It's more secure. And at that point in time, a lot of the analysts in our industry, like Gardner Forrester, started coming out with papers that basically said, Hey, wait a minute, this perception the cloud is not as safe is on Prem. That's wrong. And now we look at it like I can't imagine doing what we're doing now in a private data center. There's no scale. It's not a secure, etcetera, etcetera. >> And to some extent, when you're dealing with banks and start a perspective now and they say, Oh, we don't necessarily trust the cloud. Well, that's interesting. Your regulator does. In other cases, some tax authorities do. You provided tremendous value just by being as public as you have been that really starts taking the wind out of the sails of the old fear uncertainty and doubt. Arguments around cloud. >> Yeah, I mean, doubts around. It's not secure. I don't have control over it. If you do it right, those are those are manageable risks, I would argue. In some cases, you've got more risk not doing it. But I will caution everything needs to be on the condition that you've got to do it right. Sloppy migration in the cloud could make you less secure. So there there are principles that need to be followed as part of >> this. So Steve doing it right. You haven't been sitting still. One of the things that really caught my attention in the keynote was you said the last four years you've done three re architectures and what I want. Understand? You said each time you got a better price performance, you know, you do think so. How do you make sure you do it right? Yet have flexibility both in an architect standpoint, and, you know, don't you have to do a three year reserves intense for some of these? How do you make sure you have the flexibility to be able to take advantage of you? Said the innovation in automation. >> Yeah. Keep moving forward with. That's Ah, that's a deep technical question. So I'm gonna answer it simply and say that we've architected the software and hardware stack such. There's not a lot of co dependency between them, and that's natural. I t. One on one principle, but it's easier to do in the cloud, particularly within AWS, who kind of covers the whole stacks. You're not going to different vendors that aren't integrated. That helps a lot. But you also have architect it, right? And then once you do that and then you automate your software development life cycle process, it makes switching out anyone component of that stack pretty easy to do and highly automated, in some cases completely automated. And so when new service is our new versions of products, new classes of machines become available. We just slip him in, and the term I use this morning mark to market with Moore's Law. That's what we aspire to do to have the highest levels of price performance achievable at the time that it's made available. That wasn't possible previously because you would go by ah hardware kit and then you'd appreciate it for five years on your books at the end of those five years, it would get kind of have scale and reliability problems. And then you go spend tens of millions of dollars on a new kit and the whole cycle would start over again. That's not the case here. >> Machine learning something you've been dipping into. Tell us the impact, what that has and what you see. Going forward. >> It's early, but we're big believers in machine learning. And there's a lot of applications for at Venera in our various investigatory and regulatory functions. Um, again, it's early, but I'm a big believer that the that the computer stored scale, commodity costs in the public cloud could be tapped into and lever it to make Aye aye and machine learning. Achieve what everybody has been talking about it, hoping to achieve the last several decades. We're using it specifically right now in our surveillance is for market manipulation and fraud. So fraudsters coming in and manipulating prices in the stock market to take advantage of trading early days but very promising in terms of what it's delivered so far. >> Steve want to give you the final word. You know, your thank you. First of all for being vocal on this. It sounds like there's a lot of ways for people to understand and see. You know what Fenner has done and really be a you know, an early indicator. So, you know, give us a little bit. Look forward, you know what more? Where's Finn Ra going next on their journey. And what do you want to see more from, You know, Amazon and the ecosystem around them to make your life in life, your peers better. >> Yes. So some of the kind of challenges that Amazon is working with us and partnering Assan is getting Ah Maur, automated into regional fell over our our industries a little bit queasy about having everything run with a relatively tight proximity in the East Coast region. And while we replicate our data to the to the other East region, we think AIM or co production environment, like we have across the availability zones within the East, would be looked upon with Maur advocacy of that architecture. From a regulatory standpoint, that would be one another. One would be, um, one of the big objections to moving to a public cloud vendor like Amazon is the vendor dependency and so making sure that we're not overly technically dependent on them is something that I think is a shared responsibility. The view that you could go and run a single application across multiple cloud vendors. I don't think anybody has been able to successfully do that because of the differences between providers. You could run one application in one vendor and another application in another vendor. That's fine, but that doesn't really achieve the vendor dependency question and then going forward for Finn or I mean, riel beauty is if you architected your applications right without really doing any work at all, you're going to continuously get the benefits of price performance as they go forward. You're not kind of locked into a status quo, So even without doing much of any new work on our applications, we're gonna continue to get the benefits. That's probably outside of the elastic, massive scale that we take advantage of. That's probably the biggest benefit of this whole journey. >> Well, Steve Randall really appreciate >> it. >> Thank you so much for sharing the journey of All right for Cory cleanups to minimum back with lots more here from eight Summit in New York City. Thanks for watching the cue

>> Live from Las Vegas. It's the Cube covering Adobe Summit twenty nineteen brought to you by Extension Interactive. >> Welcome back, everyone. Live cube coverage here in Las Vegas for adobe summat. Twenty nineteen. I'm John for With my Coast. Jeffrey for Yu here for two days. The wall, the wall coverage We're on day to our next guest. Marc Andre Sinclair, director of digital marketing Platform Content Strategy Export Development Canada E D. C. Welcome to the Cube. Thank you. So love your channel. Digital marketing platform content strategy. That's kind of in the center of all the action. So, you know, you've been doing some transformation. Tell us your story. What do you guys do? What was what was that? What's the story? >> So I joined E. C. Exported moment Cata two years ago, really helping them out on the overall digital transformation. So I've been fortunate, joined the organization as the moment that they're our position. We wanted to change like we weren't a mandate to gain back some relevance in the market. CDC exists how occasion businesses go beyond the borders, go international. So they really wanted to be relevant to the market because we're not competing with the markets were really just like a compliment in a market. So we've been on that journey distrust, transformation For the last two years, we've are now competing the first phase of a transformation and just about two years, which normally takes four years in the industry. And we're now add midway to our overall digital transformation. We want a critical the number of customers that we have in four years, but it's a very aggressive target what we call normal, like a stretch goal that are serious put. So that's what we've been up to in the last two years. >> And what >> was the catalyst? Why the change? Because, well, what was going on kind of behind the scenes t make such an aggressive, so aggressive move. If you look at >> the interest you overall, there's a major shift in what is export. So exporting means merchandising guys ing good for most of the people. When when you look at the shipping industry to software and services, these folks are not perceiving themselves as being on exporter like really, you build a software, you sell it. You don't think about your software getting beyond the borders. So the industry, the overall market size, are the number of companies that we could help in. The country has grown, but our number of customer remained flat. So we wanted to catch back at that market reach. And there was a theater in Perth. Is that forced us to change? But basically it started. What? Our CEO Putting forward a strong paper cultured like really forced people to think differently and change. >> What's the progress Like how you happy with the progress so far? Absolutely. What are what are some of the things you've knocked down already? What was the pick us through the steps? They could screw up the plan. What was the What is the plan? What is completed were how much how much is left. >> OK, so it started for us as a strong investments and over all the marketing tech stocks which started obviously where I will be summit. So we started in the vestments with the Adobe expense manager and it was about us changing the technology that we had in terms of delivering a customer experience. So your approach we took wass people processing technology. But at the middle, we really put the customer experience at the forefront of everything at the art of every decisions. Makings. So for us were Margaret, we're finishing the migration as we speak right now. That's the first phase. And now with the partner that we have X censure. We're looking in terms ofthe archaic. How can we build capabilities back in the business? Because we've outsourced are full function to our partner. And now it's about how do we get the right level of cost tower scalability for the future so we can deliver premium customer experience. So a lot of activities have happened. We went into natural transformation at the same time, the organization has embraced our job overall and now we're really thinking about was the future data customer experience. So these are the biggest shift that their condition is looking at As we stand right now, we've done the migration and we can now start to think about personalization experimentations. These are all the cool things that we have ahead of us. >> What was the heavy lifting hard part of getting this off the ground? What, some learning or any experiences where you, you know, failed miserably and rebooted or reset means you learned through it oration. We see these successful projects. What's the key learnings? Have you had any moments like that? >> Definitely So So, First of all, I would like to talk a bit about the fail approach because this is something that wasn't obviously part of the organization. And that is something fundamental to a change in organizations. So to quote my boss fail stance or first attempt and learning, So you got to get out and you got to try things and we gotta experiment. Otherwise, you're not really pushing the boundaries. Eso I'm proud of her failure and actually won an award about failure last year at our, um, organizations. So they have a corporate awards that recognise people that do fails but move on and fell fast, like that's a spirit. So for us as, say, at the beginning, the biggest part of a project was to get the what I call the M V P. Zero. So we have to change from a nun premise toe called architectures. And when you start to do these things at an organization that has never done cloud, you uncover a lot of stuff a lot of security protocols, firewalls kicking in. So our first BP zero just to set the infrastructure has been quite a challenge. I think we went three times out, and the third time was the right one. But this is the critical one where you start to build credibility. And even though for us we're working and agile every two weeks without ever cradle to grave, everything full blown experience, this one was really a longer one. And we were really made sure that the requisition understood that this is complicated When you do the foundation. This >> is company goes cousins to say its foundational. So I'm going to take your time. You've got to get that right. Can't have any cracks in the foundation because you're building on top of it. Exactly. So that three attempts you. You said you went out for forbid, or how did three attempts of building it was >> so the throughout That's R about us deploying the full Levi's serology in the clouds. So first time we went uncover a few things. Second time, not anything pop up weren't aware. And then the third time we went out. Third time's a charm to say we went >> out. It was good >> way. Nailed it on that >> time. It's the >> price I didn't invite you on stage. I don't know if you caught that in the Kino. Towards the end of his keynote, he said, We need to have an award for people that disproved their own hypothesis. Exactly so. But you said it's interesting. He said. The people part was hard in the process, and yet it was a top down initiative from the CEO. So was it not bought in a kind of the mid tier management level? The senior management? Why, if the COC and we need to do this, was it hard to move those different party organization? Well, >> I'd say the people part was more about having the right talent on the right mind sets. So one to CEO put forward the culture paper, the stretch goals. Really the organization started to organize themselves on. Are we going to make that thing happened now? Like we need to work differently. And this is not about just more cash, more at counts. We need to re engineer a bit the way we were working, so I wouldn't say that there was an issue with with the way or the people of today was just like you start through higher scrums, you start the heart coach to start our appeal. These are skills says that you've never had. Like at the beginning of the project, we had new marketing talent. We had new partner for the ritual that every we have a new partner for agile and we also have new technology. So you start with a lot of new stuff at the same time. So I'd say these are natural things that you have to do. Is it easy? No, not necessarily. But we had a lot of support from the sea level standpoint. >> It sounds like you guys have a very Dev ops oriented culture because talking about failing fast is a cultural cloud concept. I mean agile iterating scrums. This's a dev ops mindset, infrastructure. It's code. Did you guys have that built in Or you said you started three years ago. Was that was that the core cultural mindset? >> So I wouldn't say that we're a dev ups type of culture of mentality, I would say, actually, it's probably the part that we still need to invest hard because now we build a fully whole machine that scaring and pushing the machine you start uncover that once you go that full cycle, few things are popping up, so you know, and and the in the nineties are beginning of this of two thousands. Like when you were thinking about nal ticks, people were always like, Okay, let's let's do this on our techs use case. Our position at the end. Let's do your documentation at the end. It tends to be the same thing with Dev up. Sometimes like we have a strong architectural when in terms of regression, automation and all these things, we truly need to invest a bit more so we can have a because we're playing every single two weeks that we wanted or not. So that's a lot of pressure on all the people that do, que way you waited to make sure everything >> you want to get it right first, then kind of bolted on after as more of an operational models >> way had a very strong foundation, and now we're spinning everything. >> It's all I got to ask you about the export piece of it because, obviously, um, international global competitiveness is a big force. Right now, people have to be global and data privacy. You mentioned. We talk about genie pr before we came on camera you an opinion on this. Do you have anything? You? Could you please share your view on TV? I really Well, I thought it's valuable. >> Yeah, absolutely. So what I didn't mention when we chatted about that before is Wei thought a lot about you. We need to comply to GDP. Are because this is ah, European regulation. And we headed up that Yes, a CZ. Because we have prisons internationally and erupts. Not everyone that has that opinion that they need to comply. But what we've uncovered was one, one or two weeks before the D days on May twenty fits that We needed to be compliant. So what has happened is in two weeks, we stop everything. We worked twenty four hours for two weeks to restructure the platform to make sure that we were, like, compliant to do CPR. And then after that, we fought a lot. Next few months, we'LL look into it. Are we going to make that thing right? Because people are scared of gpr, but that you want it or not? This is just a beginning way. See it with the California Act Canada as a castle. I'm pretty sure they're going to be very aggressive, so you need to make sure that you really invest in. There are privacy management and all these things. At the end of the day, if it's well done, your customers will love it. The issue is people are being a bit sneaky without the use data. But if you're being transparent and you're being honest with the way you use the data and you're being fully disclosing what you're doing, it's not an issue you need to embrace it. Actually, I think that's a commis it embrace it because it's going to be part of our journey that we >> want to do the tough work up front for you. He was forced to because you are building something new. And then, well, the deadlines here, so is the struggles. Hard works. He had to grind it out. So you and then once you get over that, prepare for it, invested it, nurture the strategy for that. What's the advice to give someone sets there has to do the GPR and might not be into the time pressure, but it's starting out and saying Okay, I got to get my arms around this. What's the core issues well, getting started, not colour, but like what's playbook? >> So the playbook and say like if you think about G p r. This is basically for the European. You If they're not giving you the right tio leverage cookies and tracking and all these things, you should not be doing it. So it's simply thinking in your implementation of a piece of software that goes at the beginning that says, Do you want to have full functional thief, full personalization or not? And don't look at GDP R. But look at the customer experience. If you put the customer once again at the forefront and you really think about what does it make sense? You know if if you and I get on the Web sites and we see that thing that is fronting A, I know what you've done last summer like it's kind of creepy. You don't want to have these things. And so you just build that customer experience around their privacy management, and then everything will fall together. >> So build it into the product. >> Yeah, platform, yeah, and do it the right way and compliance will follow. Don't do it to be compliant. Don't >> exactly do it through a customer experience, >> right? Right. So how's this success band in terms of getting into some of these new markets for you in terms of software and services and some of the other export markets? So, so >> interesting question, because two years ago a DC was focused on to court things, financial products and insurance products. So right now we've expended our product line, and we're now having this what we call knowledge business. So if you think about occasion, business or any business that wants to go beyond the borders, this's quite scary to go in the international game. So now we're capable of offering them a lot of insights on international market out the exports virus key questions that haven't her journey. So we're not helping them to our journey and also as were wet and better than the international supply chains. We're helping them with connecting with big, big companies that are leveraging or looking for some capabilities that we have in the country. So we've really skilled up the product line that we have. We're really shifting the model. We're working a lot with the banks and the way we're supporting the Cajun businesses so like it's days and nights, the type of products that have a solution, the experience that were providing, uh, from two years ago. Do we still have work? Absolutely. Like digital transformation is never such a thing that is completed. The key essence here. The key message is, it's never done, and the customer experience has to be at the forefront if you think about the customer experience. It just happened that most of the experiences digital these days so test our mission is never handing. >> I think I think it's a great mind set. I think that's so smart. It's not just about mobile first or cloud for just customer center. From the beginning, I'm gonna ask you the question. What's it like working with a century Iraq? That what role that they play with a easy to work with the good? What's the story? >> Absolutely. I'm very pleased with the team that we had. We have strong people from Accenture were fully leveraging the network that they have because they're distributed in the global business. Axe Central, for us, is doing all the delivery stuff, the the very difficult stuff behind the scene that is normally like your function that you haven't an organization. So we've been extremely pleased on DH. Actually, I think that the fighter fact that were capable of delivering every single two weeks and agile were pure, agile. You will hear in the industry that some people think they're our job, but they're actually hybrid Elijah. So we're full blown, agile the organization. And they've been strong partner with us on that journey. >> That's awesome. Well, I love the story looking for to keep it in touch. Keep us posted on When you get this transformation. I look forward to chatting. And thanks for sharing your story. And inside here in the Cube, my pleasure. Mark Andreessen, Claire customer here inside the cute telling about the journey and the struggles and GDP are get on it and make it an advantage. Great. Great line there. And digital is the future. I'm Jeffery Jeffery. More day to coverage with the Cube after the short break