>> Announcer: The cube's live coverage is made possible by funding from Dell Technologies, creating technologies that drive human progress. (upbeat music) (background indistinct chatter) >> Good morning from Barcelona, everyone. It's theCUBE live at MWC23, day three of our four days of coverage. Lisa Martin here with Dave Nicholson. Dave, we have had some great conversations. Can't believe it's day three already. Anything sticking out at you from a thematic perspective that really caught your eye the last couple days? >> I guess I go back to kind of our experience with sort of the generalized world of information technology and a lot of the parallels between what's been happening in other parts of the economy and what's happening in the telecom space now. So it helps me understand some of the complexity when I tie it back to things that I'm aware of >> A lot of complexity, but a big ecosystem that's growing. We're going to be talking more about the ecosystem next and what they're doing to really enable customers CSPs to deliver services. We've got two guests here, Tammy Wyman joins us the Global head of Partners Telco at AWS. And Kurt Schaubach, CTO of Federated Wireless. Welcome to theCUBE Guys. >> Thank you. >> Thank you. >> Great to have you here, day three. Lots of announcements, lots of news at MWC. But Tammy, there's been a lot of announcements from partners with AWS this week. Talk to us a little bit more about first of all, the partner program and then let's unpack some of those announcements. One of them is with Federated Wireless. >> Sure. Yeah. So AWS created the partner program 10 years ago when they really started to understand the value of bringing together the ecosystem. So, I think we're starting to see how this is becoming a reality. So now we 100,000 partners later, 150 countries, 70% of those partners are outside of the US. So truly the global nature and partners being ISVs, GSIs. And then in the telco space, we're actually looking at how we help CSBs become partners of AWS and bring new revenue streams. So that's how we start having the discussions around Federated Wireless. >> Talk a little bit about Federated Wireless, Kurt, give the audience an overview of what you guys are doing and then maybe give us some commentary on the partnership. >> Sure. So we're a shared spectrum and private wireless company, and we actually started working with AWS about five years ago to take this model that we developed to perfect the use of shared spectrum to enable enterprise communications and bring the power of 5G to the enterprise to bring it to all of the AWS customers and partners. So through that now through we're one of the partner network participants. We're working very closely with the AWS team on bringing this, really unique form of connectivity to all sorts of different enterprise use cases from solving manufacturing and warehouse logistics issues to providing connectivity to mines, enhancing the experience for students on a university campus. So it's a really exciting partnership. Everything that we deliver on an end-to-end basis from design deployment to bringing the infrastructure on-prem, all runs on AWS. (background indistinct chatter) >> So a lot of the conversations that we've had sort of start with this concept of the radio access network and frankly in at least the public domain cellular sites. And so all of a sudden it's sort of grounded in this physical reality of these towers with these boxes of equipment on the tower, at the base of the tower, connected to other things. How does AWS and Federated Wireless, where do you fit in that model in terms of equipment at the base of a tower versus what having that be off-premises in some way or another. Kind of give us more of a flavor for the kind of physical reality of what you guys are doing? >> Yeah, I'll start. >> Yeah, Tammy. >> I'll hand it over to the real expert but from an AWS perspective, what we're finding is really I don't know if it's even a convergence or kind of a delaying of the network. So customers are, they don't care if they're on Wi-Fi if they're on public spectrum, if they're on private spectrum, what they want are networks that are able to talk to each other and to provide the right connectivity at the right time and with the right pricing model. So by moving to the cloud that allows us that flexibility to be able to offer the quality of service and to be able to bring in a larger ecosystem of partners as with the networks are almost disaggregated. >> So does the AWS strategy focus solely on things that are happening in, say, AWS locations or AWS data centers? Or is AWS also getting into the arena of what I would refer to as an Outpost in an AWS parlance where physical equipment that's running a stack might actually also be located physically where the communications towers are? What does that mix look like in terms of your strategy? >> Yeah, certainly as customers are looking at hybrid cloud environments, we started looking at how we can use Outpost as part of the network. So, we've got some great use cases where we're taking Outpost into the edge of operators networks, and really starting to have radio in the cloud. We've launched with Dish earlier, and now we're starting to see some other announcements that we've made with Nokia about having ran in the cloud as well. So using Outpost, that's one of our key strategies. It creates, again, a lot of flexibility for the hybrid cloud environment and brings a lot of that compute power to the edge of the network. >> Let's talk about some of the announcements. Tammy was reading that AWS is expanding, its telecom and 5g, private 5G network support. You've also unveiled the AWS Telco Network Builder service. Talk about that, who that's targeted for. What does an operator do with AWS on this? Or maybe you guys can talk about that together. >> Sure. Would you like to start? I can talk. All right. So from the network builder, it's aimed at the, I would say the persona that it's aimed at would be the network engineer within the CSPs. And there was a bit of a difficulty when you want to design a telco network on AWS versus the way that the network engineers would traditionally design. So I'm going to call them protocols, but you know I can imagine saying, "I really want to build this on the cloud, but they're making me move away from my typical way that I design a network and move it into a cloud world." So what we did was really kind of create this template saying, "You can build the network as you always do and we are going to put the magic behind it to translate it into a cloud world." So just really facilitating and taking some of the friction out of the building of the network. >> What was the catalyst for that? I think Dish and Swisscom you've been working with but talk about the catalyst for doing that and how it's facilitating change because part of that's change management with how network engineers actually function and how they work. >> Absolutely, yeah. And we're looking, we listen to customers and we're trying to understand what are those friction points? What would make it easier? And that was one that we heard consistently. So we wanted to apply a bit of our experience and the way that we're able to use data translate that using code so that you're building a network in your traditional way, and then it kind of spits out what's the formula to build the network in the cloud. >> Got it. Kurt, talk about, yeah, I saw that there was just an announcement that Federated Wireless made JBG Smith. Talk to us more about that. What will federated help them to create and how are you all working together? >> Sure. So JBG Smith is the exclusive redeveloper of an area just on the other side of the Potomac from Washington DC called National Landing. And it's about half the size of Manhattan. So it's an enormous area that's getting redeveloped. It's the home of Amazon's new HQ two location. And JBG Smith is investing in addition to the commercial real estate, digital place making a place where people live, work, play, and connect. And part of that is bringing an enhanced level of connectivity to people's homes, their residents, the enterprise, and private wireless is a key component of that. So when we talk about private wireless, what we're doing with AWS is giving an enterprise the freedom to operate a network independent of a mobile network operator. So that means everything from the ran to the core to the applications that run on this network are sort of within the domain of the enterprise merging 5G and edge compute and driving new business outcomes. That's really the most important thing. We can talk a lot about 5G here at MWC about what the enterprise really cares about are new business outcomes how do they become more efficient? And that's really what private wireless helps enable. >> So help us connect the dots. When we talk about private wireless we've definitely been in learning mode here. Well, I'll speak for myself going around and looking at some of the exhibits and seeing how things work. And I know that I wasn't necessarily a 100% clear on this connection between a 5G private wireless network today and where Wi-Fi still comes into play. So if I am a new resident in this area, happily living near the amazing new presence of AWS on the East coast, and I want to use my mobile device how am I connected into that private wireless network? What does that look like as a practical matter? >> So that example that you've just referred to is really something that we enable through neutral host. So in fact, what we're able to do through this private network is also create carrier connectivity. Basically create a pipe almost for the carriers to be able to reach a consumer device like that. A lot of private wireless is also driving business outcomes with enterprises. So work that we're doing, like for example, with the Cal Poly out in California, for example is to enable a new 5G innovation platform. So this is driving all sorts of new 5G research and innovation with the university, new applications around IoT. And they need the ability to do that indoors, outdoors in a way that's sort of free from the domain of connectivity to a a mobile network operator and having the freedom and flexibility to do that, merging that with edge compute. Those are some really important components. We're also doing a lot of work in things like warehouses. Think of a warehouse as being this very complex RF environment. You want to bring robotics you want to bring better inventory management and Wi-Fi just isn't an effective means of providing really reliable indoor coverage. You need more secure networks you need lower latency and the ability to move more data around again, merging new applications with edge compute and that's where private wireless really shines. >> So this is where we do the shout out to my daughter Rachel Nicholson, who is currently a junior at Cal Poly San Luis Obispo. Rachel, get plenty of sleep and get your homework done. >> Lisa: She better be studying. >> I held up my mobile device and I should have said full disclosure, we have spotty cellular service where I live. So I think of this as a Wi-Fi connected device, in fact. So maybe I confuse the issue at least. >> Tammy, talk to us a little bit about the architecture from an AWS perspective that is enabling JBG Smith, Cal Poly is this, we're talking an edge architecture, but give us a little bit more of an understanding of what that actually technically looks like. >> Alright, I would love to pass this one over to Kurt. >> Okay. >> So I'm sorry, just in terms of? >> Wanting to understand the AWS architecture this is an edge based architecture hosted on what? On AWS snow, application storage. Give us a picture of what that looks like. >> Right. So I mean, the beauty of this is the simplicity in it. So we're able to bring an AWS snowball, snow cone, edge appliance that runs a pack of core. We're able to run workloads on that locally so some applications, but we also obviously have the ability to bring that out to the public cloud. So depending on what the user application is, we look at anything from the AWS snow family to Outpost and sort of develop templates or solutions depending on what the customer workloads demand. But the innovation that's happened, especially around the pack core and how we can make that so compact and able to run on such a capable appliance is really powerful. >> Yeah, and I will add that I think the diversification of the different connectivity modules that we have a lot of them have been developed because of the needs from the telco industry. So the adaptation of Outpost to run into the edge, the snow family. So the telco industry is really leading a lot of the developments that AWS takes to market in the end because of the nature of having to have networks that are able to disconnect, ruggedize environments, the latency, the numerous use cases that our telco customers are facing to take to their end customers. So like it really allows us to adapt and bring the right network to the right place and the right environment. And even for the same customer they may have different satellite offices or remote sites that need different connectivity needs. >> Right. So it sounds like that collaboration between AWS and telco is quite strong and symbiotic, it sounds like. >> Tammy: Absolutely. >> So we talked about a number of the announcements in our final minutes. I want to talk about integrated private wireless that was just announced last week. What is that? Who are the users going to be? And I understand T-Mobile is involved there. >> Yes. Yeah. So this is a program that we launched based on what we're seeing is kind of a convergence of the ecosystem of private wireless. So we wanted to be able to create a program which is offering spectrum that is regulated as well. And we wanted to offer that on in a more of a multi country environment. So we launched with T-Mobile, Telephonica, KDDI and a number of other succeed, as a start to start being able to bring the regulated spectrum into the picture and as well other ISVs who are going to be bringing unique use cases so that when you look at, well we've got the connectivity into this environment, the mine or the port, what are those use cases? You know, so ISVs who are providing maybe asset tracking or some of the health and safety and we bring them in as part of the program. And I think an important piece is the actual discoverability of this, because when you think about that if you're a buyer on the other side, like where do I start? So we created a portal with this group of ISVs and partners so that one could come together and kind of build what are my needs? And then they start picking through and then the ecosystem would be recommended to them. So it's a really a way to discover and to also procure a private wireless network much more easily than could be done in the past. >> That's a great service >> And we're learning a lot from the market. And what we're doing together in our partnership is through a lot of these sort of ruggedized remote location deployments that we're doing, mines, clearing underbrush and forest forest areas to prevent forest fires. There's a tremendous number of applications for private wireless where sort of the conventional carrier networks just aren't prioritized to serve. And you need a different level of connectivity. Privacy is big concern as well. Data security. Keeping data on premise, which is a another big application that we were able to drive through these edge compute platforms. >> Awesome. Guys, thank you so much for joining us on the program talking about what AWS Federated are doing together and how you're really helping to evolve the telco landscape and make life ultimately easier for all the Nicholsons to connect over Wi-Fi, our private 5g. >> Keep us in touch. And from two Californians you had us when you said clear the brush, prevent fires. >> You did. Thanks guys, it was a pleasure having you on the program. >> Thank you. >> Thank you. >> Our pleasure. For our guest and for Dave Nicholson, I'm Lisa Martin. You're watching theCUBE Live from our third day of coverage of MWC23. Stick around Dave and I will be right back with our next guest. (upbeat music)

(upbeat music) >> Welcome back. We're here at Supercomputing 22 in Dallas. My name's Paul Gill, I'm your host. With me, Dave Nicholson, my co-host. And one thing that struck me about this conference arriving here, was the number of universities that are exhibiting here. I mean, big, big exhibits from universities. Never seen that at a conference before. And one of those universities is Indiana University. Our two guests, Dave Jent, who's the AVP of Networks at Indiana University, Aaron Neal, Deputy CIO at Indiana University. Welcome, thanks for joining us. >> Thank you for having us. >> Thank you. >> I've always thought that the CIO job at a university has got to be the toughest CIO job there is, because you're managing this sprawling network, people are doing all kinds of different things on it. You've got to secure it. You've got to make it performant. And it just seems to be a big challenge. Talk about the network at Indiana University and what you have done particularly since the pandemic, how that has affected the architecture of your network. And what you do to maintain the levels of performance and security that you need. >> On the network side one of the things we've done is, kept in close contact with what the incoming students are looking for. It's a different environment than it was then 10 years ago when a student would come, maybe they had a phone, maybe they had one laptop. Today they're coming with multiple phones, multiple laptops, gaming devices. And the expectation that they have to come on a campus and plug all that stuff in causes lots of problems for us, in managing just the security aspect of it, the capacity, the IP space required to manage six, seven devices per student when you have 35,000 students on campus, has always been a challenge. And keeping ahead of that knowing what students are going to come in with, has been interesting. During the pandemic the campus was closed for a bit of time. What we found was our biggest challenge was keeping up with the number of people who wanted to VPN to campus. We had to buy additional VPN licenses so they could do their work, authenticate to the network. We doubled, maybe even tripled our our VPN license count. And that has settled down now that we're back on campus. But again, they came back with a vengeance. More gaming devices, more things to be connected, and into an environment that was a couple years old, that we hadn't done much with. We had gone through a pretty good size network deployment of new hardware to try to get ready for them. And it's worked well, but it's always challenging to keep up with students. >> Aaron, I want to ask you about security because that really is one of your key areas of focus. And you're collaborating with counties, local municipalities, as well as other educational institutions. How's your security strategy evolving in light of some of the vulnerabilities of VPNs that became obvious during the pandemic, and this kind of perfusion of new devices that that Dave was talking about? >> Yeah, so one of the things that we we did several years ago was establish what we call OmniSOC, which is a shared security operations center in collaboration with other institutions as well as research centers across the United States and in Indiana. And really what that is, is we took the lessons that we've learned and the capabilities that we've had within the institution and looked to partner with those key institutions to bring that data in-house, utilize our staff such that we can look for security threats and share that information across the the other institutions so that we can give each of those areas a heads up and work with those institutions to address any kind of vulnerabilities that might be out there. One of the other things that you mentioned is, we're partnering with Purdue in the Indiana Office of Technology on a grant to actually work with municipalities, county governments, to really assess their posture as it relates to security in those areas. It's a great opportunity for us to work together as institutions as well as work with the state in general to increase our posture as it relates to security. >> Dave, what brings IU to Supercomputing 2022? >> We've been here for a long time. And I think one of the things that we're always interested in is, what's next? What's new? There's so many, there's network vendors, software vendors, hardware vendors, high performance computing suppliers. What is out there that we're interested in? IU runs a large Cray system in Indiana called Big Red 200. And with any system you procure it, you get it running, you operate it, and your next goal is to upgrade it. And what's out there that we might be interested? That I think why we come to IU. We also like to showcase what we do at IU. If you come by the booth you'll see the OmniSOC, there's some video on that. The GlobalNOC, which I manage, which supports a lot of the RNE institutions in the country. We talk about that. Being able to have a place for people to come and see us. If you stand by the booth long enough people come and find you, and want to talk about a project they have, or a collaboration they'd like to partner with. We had a guy come by a while ago wanting a job. Those are all good things having a big booth can do for you. >> Well, so on that subject, in each of your areas of expertise and your purview are you kind of interleaved with the academic side of things on campus? Do you include students? I mean, I would think it would be a great source of cheap labor for you at least. Or is there kind of a wall between what you guys are responsible for and what students? >> Absolutely we try to support faculty and students as much as we can. And just to go back a little bit on the OmniSOC discussion. One of the things that we provide is internships for each of the universities that we work with. They have to sponsor at least three students every year and make that financial commitment. We bring them on site for three weeks. They learn us alongside the other analysts, information security analysts and work in a real world environment and gain those skills to be able to go back to their institutions and do an additional work there. So it's a great program for us to work with students. I think the other thing that we do is we provide obviously the infrastructure that enable our faculty members to do the research that they need to do. Whether that's through Big Red 200, our Supercomputer or just kind of the everyday infrastructure that allows them to do what they need to do. We have an environment on premise called our Intelligent Infrastructure, that we provide managed access to hardware and storage resources in a way that we know it's secure and they can utilize that environment to do virtually anything that they need in a server environment. >> Dave, I want to get back to the GigaPOP, which you mentioned earlier you're the managing director of the Indiana GigaPOP. What exactly is it? >> Well, the GigaPOP and there are a number of GigaPOP around the country. It was really the aggregation facility for Indiana and all of the universities in Indiana to connect to outside resources. GigaPOP has connections to internet too, the commodity internet, Esnet, the Big Ten or the BTAA a network in Chicago. It's a way for all universities in Indiana to connect to a single source to allow them to connect nationally to research organizations. >> And what are the benefits of having this collaboration of university. >> If you could think of a researcher at Indiana wants to do something with a researcher in Wisconsin, they both connect to their research networks in Wisconsin and Indiana, and they have essentially direct connection. There's no commodity internet, there's no throttling of of capacity. Both networks and the interconnects because we use internet too, are essentially UNT throttled access for the researchers to do anything they need to do. It's secure, it's fast, easy to use, in fact, so easy they don't even know that they're using it. It just we manage the networks and organize the networks in a way configure them that's the path of least resistance and that's the path traffic will take. And that's nationally. There are lots of these that are interconnected in various ways. I do want to get back to the labor point, just for a moment. (laughs) Because... >> You're here to claim you're not violating any labor laws. Is that what you're going to be? >> I'm here to hopefully hire, get more people to be interested to coming to IU. >> Stop by the booth. >> It's a great place to work. >> Exactly. >> We hire lots of interns and in the network space hiring really experienced network engineers, really hard to do, hard to attract people. And these days when you can work from anywhere, you don't have to be any place to work for anybody. We try to attract as many students as we can. And really we're exposing 'em to an environment that exists in very few places. Tens of thousands of wireless access points, big fast networks, interconnections and national international networks. We support the Noah network which supports satellite systems and secure traffic. It really is a very unique experience and you can come to IU, spend lots of years there and never see the same thing twice. We think we have an environment that's really a good way for people to come out of college, graduate school, work for some number of years and hopefully stay at IU, but if not, leave and get a good job and talk well about IU. In fact, the wireless network today here at SC was installed and is managed by a person who manages our campus network wireless, James Dickerson. That's the kind of opportunity we can provide people at IU. >> Aaron, I'd like to ask, you hear a lot about everything moving to the cloud these days, but in the HPC world I don't think that move is happening as quickly as it is in some areas. In fact, there's a good argument some workloads should never move to the cloud. You're having to balance these decisions. Where are you on the thinking of what belongs in the data center and what belongs in the cloud? >> I think our approach has really been specific to what the needs are. As an institution, we've not pushed all our chips in on the cloud, whether it be for high performance computing or otherwise. It's really looking at what the specific need is and addressing it with the proper solution. We made an investment several years ago in a data center internally, and we're leveraging that through the intelligent infrastructure that I spoke about. But really it's addressing what the specific need is and finding the specific solution, rather than going all in in one direction or another. I dunno if Jet Stream is something that you would like to bring up as well. >> By having our own data center and having our own facilities we're able to compete for NSF grants and work on projects that provide shared resources for the research community. Just dream is a project that does that. Without a data center and without the ability to work on large projects, we don't have any of that. If you don't have that then you're dependent on someone else. We like to say that, what we are proud of is the people come to IU and ask us if they can partner on our projects. Without a data center and those resources we are the ones who have to go out and say can we partner on your project? We'd like to be the leaders of that in that space. >> I wanted to kind of double click on something you mentioned. Couple of things. Historically IU has been I'm sure closely associated with Chicago. You think of what are students thinking of doing when they graduate? Maybe they're going to go home, but the sort of center of gravity it's like Chicago. You mentioned talking about, especially post pandemic, the idea that you can live anywhere. Not everybody wants to live in Manhattan or Santa Clara. And of course, technology over decades has given us the ability to do things remotely and IU is plugged into the globe, doesn't matter where you are. But have you seen either during or post pandemic 'cause we're really in the early stages of this. Are you seeing that? Are you seeing people say, Hey, thinking about their family, where do I want to live? Where do I want to raise my family? I'm in academia and no, I don't want to live in Manhattan. Hey, we can go to IU and we're plugged into the globe. And then students in California we see this, there's some schools on the central coast where people loved living there when they were in college but there was no economic opportunity there. Are you seeing a shift, are basically houses in Bloomington becoming unaffordable because people are saying, you know what, I'm going to stay here. What does that look like? >> I mean, for our group there are a lot of people who do work from home, have chosen to stay in Bloomington. We have had some people who for various reasons want to leave. We want to retain them, so we allow them to work remotely. And that has turned into a tool for recruiting. The kid that graduates from Caltech. Doesn't want to stay in Caltech in California, we have an opportunity now he can move to wherever between here and there and we can hire him do work. We love to have people come to Indiana. We think it is a unique experience, Bloomington, Indianapolis are great places. But I think the reality is, we're not going to get everybody to come live, be a Hoosier, how do we get them to come and work at IU? In some ways disappointing when we don't have buildings full of people, but 40 paying Zoom or teams window, not kind the same thing. But I think this is what we're going to have to figure out, how do we make this kind of environment work. >> Last question here, give you a chance to put in a plug for Indiana University. For those those data scientists those researchers who may be open to working somewhere else, why would they come to Indiana University? What's different about what you do from what every other academic institution does, Aaron? >> Yeah, I think a lot of what we just talked about today in terms of from a network's perspective, that were plugged in globally. I think if you look beyond the networks I think there are tremendous opportunities for folks to come to Bloomington and experience some bleeding edge technology and to work with some very talented people. I've been amazed, I've been at IU for 20 years and as I look at our peers across higher ed, well, I don't want to say they're not doing as well I do want brag at how well we're doing in terms of organizationally addressing things like security in a centralized way that really puts us in a better position. We're just doing a lot of things that I think some of our peers are catching up to and have been catching up to over the last 10, 12 years. >> And I think to sure scale of IU goes unnoticed at times. IU has the largest medical school in the country. One of the largest nursing schools in the country. And people just kind of overlook some of that. Maybe we need to do a better job of talking about it. But for those who are aware there are a lot of opportunities in life sciences, healthcare, the social sciences. IU has the largest logistics program in the world. We teach more languages than anybody else in the world. The varying kinds of things you can get involved with at IU including networks, I think pretty unparalleled. >> Well, making the case for high performance computing in the Hoosier State. Aaron, Dave, thanks very much for joining you making a great case. >> Thank you. >> Thank you. >> We'll be back right after this short message. This is theCUBE. (upbeat music)

>>Hi, we're back. We're watching, you're watching the cube coverage of Falcon 2022 live from the aria in Las Vegas, Dave Valante with Dave Nicholson and we, yes, folks, there are females in the cyber security industry. Amanda Adams is here. So the vice president of America Alliance at CrowdStrike. Thanks for coming on. >>Thank you so much for having me. >>We it's, it's fantastic to, to actually, as I was starting to wonder, but we >>Do have females in leadership. >>Wait, I'm just kidding. There are plenty of females here, but this cybersecurity industry in general, maybe if we have time, we can talk about that, but I wanna talk about the, the Alliance program, but before I do, yeah. You know, you, you got a nice career here at CrowdStrike, right? You've kind of seen the ascendancy, the rocket ship you've been on it for five years. Yep. So what's that been like? And if you had to put on the binoculars and look five years forward, what can you tell us in that 10 year span? Oh >>My goodness. What a journey it's been over the last five, six years. I've been with CrowdStrike almost six years and really starting with our first core group of partners and building out the alliances, seen obviously the transformation with our sales organization. And as we scaled, I think of our, of our technology. We started with, I think, two products at that time, we were focused on reinventing how our customers thought about NextGen AB but also endpoint detection response. From there, the evolution is really driving towards that cloud security platform, right? How our partners fit into that. And, and how we've evolved is it's not just resell. It's not just focusing on the margin and transactions. We really have focused on building the strategic relationships with our partners, but also our customers and fitting them in that better together story with that CrowdStrike platform. It's been the biggest shift. Yeah. >>And you've got that. The platform chops for that. It's just, I think you're up to 22 modules now. So you're not a point product. You guys make that, that, that point lot now in terms of the, the partners and the ecosystem, you know, it's, it's, it's good here. I mean, it's, this it's buzzing. I've said it's like service. I've said, number of times, it's like service. Now back in 2013, I was there now. They didn't have the down market, the SMB that you have that's right. And I think you you're gonna have an order. You got 20,000 customers. That's right. I predict CrowdStrike's gonna have 200,000. I, I'm not gonna predict when I need to think about that. But, but in thinking about the, the, the co your colleagues and the partners and the skill sets that have evolved, what's critical today. And, and, and what do you see as critical in the future? >>So from a skill set standpoint, if I'm a partner and engaging with CrowdStrike and our customers, if you think about, again, evolving away from just resell, we have eight routes to market. So while that may sound complicated, the way that I like to think about it is that we truly flex to our partners, go to market their business models of what works best for their organization, but also their customers. The way that they've changed, I think from a skillset standpoint is looking beyond just the technology from a platform, building a better together story with our tech Alliance partners or store, if thinking about the XDR Alliance, which we are focusing on, there's so much great value in bringing that to our customers from a skillset standpoint, beyond those services services, we've talked about every day. I know that this is gonna be a top topic for the week yesterday through our partner summit, George, our CEO, as well as Jim Cidel, that's really the opportunity as we expand in new modules. If you think about humo or log scale identity, and then cloud our partners play a critical role when it comes into the cloud migration deployment integration services, really, we're not gonna get bigger from a services organization. And that's where we need our partners to step in. >>Yeah. And, you know, we we've talked a lot about XDR yeah. Already in day one here. Yeah. With, with the X extending into other areas. That's right. I think that services be, would become even more critical at that point, you know, as you spread out into the, really the internet of things that's right. Especially all of the old things that are out there that maybe should be on the internet, but aren't yet. Yeah. But once they are security is important. So what are you doing in that arena from a services perspective to, to bolster that capability? Is it, is it, is it internally, or is it through partners generally? >>It's definitely, I think we look to our partners to extend beyond the core of what we do. We do endpoint really well, right? Our services is one of the best in the business. When you look at instant response, our proactive services, supporting our customers. If you think to XDR of integration, building out those connect air packs with our customers, building the alliances, we really do work with our partners to drive that successful outcome with our customers. But also too, I think about it with our tech alliances of building out the integration that takes a lot of effort and work. We have a great team internally, which will help guide those services to be, to be built. Right. You have to have support when you're building the integrations, which is great, but really from like a tech Alliance and store standpoint, looking to add use cases, add value to more store apps for our customers, that's where we're headed. Right. >>What about developers? Do you see that as a component of the ecosystem in the future? Yeah, >>Without a doubt. I mean, I think that as our partner program evolves right now working with our, our developers, I mean, there's different personas that we work with with our customer standpoint, but from a partner working with them to build our new codes, the integration that's gonna be pretty important. >>So we were, we sort of tongue in cheek at the beginning of this interview yeah. With women in tech. And it's a, it's a topic that, on the cube that we've been very passionate about since day one yep. On the cube. So how'd you get in to this business? H how did your, your career progress, how did you get to where you are? >>You know, I have been incredibly fortunate to have connections, and I think it's who, you know, and your network, not necessarily what, you know, to a certain extent, you have to be smart to make it long term. Right. You have to have integrity. Do what you're saying. You're gonna do. I first started at Cisco and I had a connection of, it was actually a parent of somebody I grew up with. And they're like, you would fit in very nicely to Cisco. And I started with their channel marketing team, learned a ton about the business, how to structure, how to support. And that was the first step into technology. If you would've asked me 20 years ago, what did I wanna do? I actually wanted to be a GM of an organization. And I was coming outta I come on, which is great, which I'm, it really is right up. >>If you knew me, you're like, that actually makes a lot of sense. But coming outta college, I had an opportunity. I was interviewing with the golden state warriors in California, and I was interviewing with Cisco and that I had two ops and I was living in San Jose at the time. The golden state warriors of course paid less. It was a better opportunity in sales, but it was obviously where I wanted to go from athletics. And I grew up in athletics, playing volleyball. Cisco paid me more, and it was in San Jose. And really the, the golden state warriors seemed that I was having that conversation. They said, one year community is gonna be awful. It's awful from San Jose to Oakland, but also too, like you have more money on the table. Go take that. And so I could have very much ended up in athletics, most likely in the back office, somewhere. Like I would love that. And then from there, I went from Cisco. I actually worked for a reseller for quite some time, looking at, or selling into Manhattan when I moved from California to Manhattan, went to tenable. And that was when I shifted really into channel management. I love relationships, getting snow people, building partnerships, seeing that long term, that's really where I thrive. And then from there came to CrowdStrike, which in itself has been an incredible journey. I bet. Yeah. >>Yeah. I think there's an important thread there to pull on. And that is, we, we put a lot of emphasis on stem, which people, some sometimes translate into one thing, writing code that's right. There are, but would you agree? There are many, many, many opportunities in tech that aren't just coding. >>Absolutely. >>And I think I, as a father of three daughters, it's, it's a message that I have shared with them. Yeah. They are not interested in the coding part of things, but still, they need to know that there are so many opportunities and, and it's always, sometimes it's happenstance in terms of finding the opportunity in your case, it was, you know, cosmic connection that's right. But, but that's, you know, that's something that we can foster is that idea that it's not just about the hardcore engineering and coding aspect, it's business >>That's right. So if, if there was one thing that I can walk away from today is I say that all the time, right? If you look at CrowdStrike in our mission, we really don't have a mission statement. We stop breaches every single day. When I come to work and I support our partners, I'm not super technical. I obviously know our technology and I, I enable and train our partners, but I'm not coding. Right. And I make an impact to our business, our partners, more importantly, our customers, every single day, we have folks that you can come from a marketing operations. There is legal, there's finance. I deal with folks all across the business that aren't super technical, but are making a huge impact. And I, I don't think that we talk about the opportunities outside of engineering with the broader groups. We talk about stem a lot, but within college, and I look to see like getting those early in career folks, either through an intern program could be sales, but too, if they don't like, like sales, then they shift into marketing or operations. It's a great way to get into the industry. >>Yeah. But I still think you gotta like tech to be in the tech business. Oh, you >>Do? Yeah. You do. I'm >>Not saying it's like deep down is like, not all of us, but a lot of us are kind of just, you know, well, at least you, >>At least you can't hate it. >>Right. Okay. But so women, 50% of the population, I think the stat is 17% in the technology. Yeah. Industry, maybe it's changed a little bit, but you know, 20% or, or less, why do you think that is? >>I, you know, I always go back to within technology, people hire from their network and people that they know, and usually your network are people that are very like-minded or similar to you. I have referred females into CrowdStrike. It's a priority of mine. I also have a circle that is also men, but also too, if you look at the folks that are hired into CrowdStrike, but also other technology companies, that's the first thing that I go to also too. I think it's a little bit intimidating. Right. I have a very strong personality and I'm very direct, but also too, like I can keep up with our industry when it comes to that stereotypes essentially. And some people maybe are introverted and they're not quite sure where they fit in. Right. Whether it's marketing operations, et cetera. So they, they're not sure of the opportunities or even aware of where to get started. You know what I mean? >>Yeah. I mean, I think there is a, a, a stereotype today, but I'm not sure why it's, is it unique to the, to the technology industry? No. Is it not? Right? It happens >>Thinking, I mean, there's so many industries where healthcare, >>Maybe not so much. Right. Because you know, >>You have nurses versus doctors. I feel like that is flipped. >>Yeah. That's true. Nurses versus doctors. Right. Well, I, I know a lot of women doctors though, but >>Yeah. That's kind of flipped. It's better. >>Yeah. Says >>Flipped over. Yeah. I think it's more women in medical school now, but than than men. But, >>And, and I do think in our industry, you know, when you look at companies like IBM, HPE, Cisco, Dell, and, and, and many others. Yeah. They are making a concerted effort for on round diversity. They typically have somebody who's in charge of diversity. They report, you know, maybe not directly to the CEO, but they certainly have a seat at the table. That's right. And you know, maybe you call it, oh, it's quotas. Maybe the, the old white guys feel, you know, a little slighted, whatever. It's like, nobody's crying for us. I mean, it's not like we got screwed. >>See, I know problema we can do this in Spanish. Oh, oh, >>Oh, you're not a old white guy. Sorry. We can do >>This in Spanish if you want. >>Okay. Here we go. So, no, but, but, but I, so I do think that, that the industry in general, I talked to John Chambers about this recently and he was like, look, we gotta do way better. And I don't disagree with that. But I think that, I think the industry is doing better, but I wonder if like a rocket ship company, like CrowdStrike who has so many other things going on, you know, maybe they gotta get you a certain size. I mean, you've reached escape velocity. You're doing obviously a lot of corporate, you know, good. Yeah. You know, and, and, and, and we just had earlier on we, you know, motor motor guides was very cool. Yeah. So maybe it's a maturity thing. Maybe these larger companies with you crowd size $40 billion market cap, but maybe the, the hundred plus billion dollar market cap companies. I don't know. I don't know. You guys got a bigger market cap than Dell. So >>I, I don't think it's necessarily related to market cap. I think it's the size of the organization of how many roles are open that we currently write. So we're at just over 6,000 employees. If you look at Cisco, how many thousands of employees they have there's >>Right. Maybe a hundred thousand employees. >>That's right. There's >>More opportunities. How many, what's a headcount of crowd strike >>Just over 6,000, >>6,000. So, okay. But >>If you think about the, the areas of opportunity for advancement, and we were talking about this earlier, when you look at early and career or entry level, it's actually quite, even right across the Americas of, we do have a great female population. And then as progression happens, that's where it, it tees off from a, a female in leadership. And we're doing, we're focusing on that, right? Under JC Herrera's leadership, as well as with George. One of the things that I always think is important though, is that you're mindful as, as the female within the organization and that you're out seeking somebody, who's not only a mentor, but is a direct champion for you when you're not in the room. Right. This is true of CrowdStrike. It's true of every organization. You're not gonna be aware of the opportunities as the roles are being created. And really, as the roles are being created, they probably have somebody in mind. Right. And so if you have somebody that's in that room says, you know what, Amanda Adams would be perfect for that. Let's go talk to her about it. You have to have somebody who's your champion. Yeah. >>There there's, there's, there's a saying that 80% of the most important moments in your life happen in your absence. Yeah. And that's exactly right. You know, when they're, when someone needs to be there to champion, you, >>Did that happen for you? >>Yes. I have a very strong champion. >>So I mean, I, my observation is if, if you are a woman in tech and you're in a senior leadership position, like you are, or you're a, you're a general manager or a P and L manager or a CEO, you have to be so incredibly talented because all things being equal, maybe it's changing somewhat in some of those companies I talked about, but for the last 30 years, all takes be equal. A, a, a woman is gonna lose out to a man who is as qualified. And, and I think that's maybe slowly changing. Maybe you agree with that, maybe you don't. And maybe that's, some people think that's unfair, but you know, think about people of color. Right. They, they, they, they grew up with less op opportunities for education. And this is just the statistics that's right. Right. So should society overcompensate for that? I personally think, yes, the, the answer is just, they should, there should still be some type of meritocracy that's right. You know, but society has a responsibility to, you know, rise up all ships. >>I think there's a couple ways that you can address that through Falcon funds, scholarship programs, absolutely. Looking at supporting folks that are coming outta school, our internship program, providing those opportunities, but then just being mindful right. Of whether or not you publish the stats or not. We do have somebody who's responsible for D I, within CrowdStrike. They are looking at that and at least taking that step to understand what can we do to support the advancement across minorities. But also women is really, really important. >>Did you not have a good educational opportunity when you were growing up where you're like you had to me? Yeah, no, seriously, >>No. Seriously. I went to pretty scary schools. Right. >>Okay. So you could have gone down a really bad path. >>I, a lot of people that I grew up with went down really, really bad paths. I think the inflection point at, at least for me what the inflection point was becoming aware of this entire universe. Yeah. I was, I was headed down a path where I wasn't aware that any of this existed, when I got out of college, they were advertising in the newspaper for Cisco sales engineers, $150,000 a year. We will train. I'm a smart guy. I had no idea what that meant. Right. I could have easily gone and gotten one of those jobs. It was seven or eight years before I intersected with the tech world again. And so, you know, kind of parallel with your experience with you had someone randomly, it's like, you'd be great at Cisco. Yeah. But if, if you're not around that, and so you take people in different communities who are just, this might as well be a different planet. Yes. Yeah. The idea of eating in a restaurant where someone is serving you, food is uncomfortable, right? The idea of checking into a hotel, the idea of flying somewhere on an airplane, we talk about imposter syndrome. That's right. There are deep seated discomfort levels that people have because they just, this is completely foreign, but >>You're saying you could have foreign, you could have gone down a path where selling drugs or jacking cars was, was, was lucrative. >>I had, I had, yeah. I mean, we're getting, we're getting like deep into societal things. I was, I was very lucky. My parents were very, very young, but they're still together to this day. I had loving parents. We were very, very poor. We were surrounded by really, really, really bad stuff. So. >>Okay. So, so, okay. So this, >>I, I don't, I don't compare my situation to others. >>White woman. That's I guess this is my point. Yeah. The dynamic is different than, than a kid who grew up in the inner city. Yes. Right. And, and, and they're both important to address, but yeah. I think you gotta address them in different ways. >>Yes. But if they're, but if they're both completely ignorant of this, >>They don't know it. So it's lack of >>A, they'll never be here. >>You >>Never be here. And it's such a huge, this is such a huge difference from the rest of the world and from the rest, from the rest of our economy. >>So what would you tell a young girl? My daughters, aren't interested in tech. They want to go into fashion or healthcare, whatever Dave's daughters maybe would be a young girl, preteen, maybe teen interested in, not sure which path, why tech, what would advice would you give? >>I think just understanding what you enjoy about life, right? Like which skills are you great at? What characteristics about roles and not really focusing on a specific product. Definitely not cybersecurity versus like the broader network. I mean, literally what do you enjoy doing? And then the roles of, you know, from the skillset that's needed, whether that be marketing, and then you can start to dive into, do I wanna support marketing for a corporate environment for retail, for technology like that will come and follow your passion, which I know is so easy to say, right? But if you're passionate about certain things, I love relationships. I think that holding myself from integrity standpoint, leading with integrity, but building strong relationships on trust, that's something I take really pride in and what I get enjoyment with. It's >>Obviously your superpower. >>It, >>It is. >>But >>Then it will go back to OST too, just being authentic in the process of building those relationships, being direct to the transparency of understanding, like again, knowing what you're good at and then where you can fit into an organization, awareness of technology opportunities, I think will all lend that to. But I also wouldn't worry, like when I was 17 year old, I, I thought I would be playing volleyball in college and then going to work for a professional sports team. You know, life works out very differently. Yeah. >>Right. And then, and for those of you out there, so I love that. Thank you for that great interview. Really appreciate letting us go far field for those of you might say, well, I don't know, man. I don't know what my passion is. I'll give you a line from my daughter, Alicia, you don't learn a lot for your kids. She said, well, if you don't know what your passion is, follow your curiosity. That's great. There you go. Amanda Adams. Thanks so much. It was great to have you on. Okay. Thank you. Keep it right there. We're back with George Kurtz. We're to the short break. Dave ante, Dave Nicholson. You watching the cube from Falcon 22 in Las Vegas.

(upbeat music) >> Welcome to "The Power of And," theCUBE's coverage of the HPE Aruba Pensando announcement. Antonio Neri is here and John Chambers to help us set up the day. Guys, great to see you. Thanks so much for coming on. >> Yeah, thanks for having us today. >> Dave, it's going to be fun. >> It sure is. So two years ago, you guys might recall, we were in the Goldman Sachs offices, overlooking Manhattan, and that's when you announced the investment in Pensando, the relationship. Two years, it goes by fast. How's it going? >> Yeah, definitely two years have gone by fast, and a lot has happened, right? A lot has happened since then. What I will say first and foremost, the partnership has grown stronger, much stronger, because as John and I and the team worked together, we validated the vision, the vision that ultimately the world would be way more distributed, that Edge to Cloud architectures would be required, and the original idea that John had with the Pensando team partnered with us to bring that Cloud experience to the Edge. It got stronger and stronger and stronger. At the same time, we also introduced new joint offers with the Pensando Silicon Software with our HP ProLiant servers. And since then we have learned quite a bit, right? So, which inform us what the next steps should be. And that's why we're here today, to talk about not just the work we have done around the distributive services cards, as we talk about it in the past, but now the distributed services switching, which we believe is another market in transition opportunity for us to disrupt as we go forward. >> So, John speaking of transitions, you've seen a number of industry transitions, dating back to my East Coast days. >> Yes. >> But so what was the wave, or the waves that you saw, that sort of led you to this new venture, to the partnership with HPE? >> Well, the exciting part is Antonio and I can almost finish each other's sentences. You compete against market transitions enabled by new technology. The biggest transition of all is the clouds moving to the Edge, the computes move into the edge, your storage security, your software applications, et cetera. And we saw this wave together, and when you talk about what's changed in the last two years, I think it exceeded both of our expectations. How our teams worked together? We outlined audacious goals of a hundred million in terms of orders within the first two years. And we hit and exceeded that. We said, we're going to be in a billion; after three years after we had a hundred million, we're on track for that. And if you watch our dream of democratizing the cloud, giving the capability for any major hyper scaler to compete with an Amazon web services or generally with them, and now bringing it down to any enterprise or any government agency be able to do it and the ability to do this as a team is what's unheard of. Innovation is hard to move with speed. Two companies to move together with innovation and more focused on the outcome than anything else. Our teams work even better than I thought we could. And I think you're seeing today, the next major phase that we make, where we take these concepts and we're going to revolutionize the switching industry. In every 10 to 12 years is a chance for a major change. And you either get through that and often the incumbents don't change. We're going to get through this, we think very, very well and we're again setting a tremendous challenge to the market with, literally software and Silicon and programmability throughout the whole architecture, and results that I think even surprised our engineers; a hundred times the scale of the nearest competitor in the market today at 10 times the performance at one third the total cost of ownership. Antonio and I can't even sell that with that type of capability. Our teams are functioning well. It's that ability to see markets and say, how does your partner win, that culture is so important to us in terms of the direction. >> So to chime in on this because you for years have been talking about the basically redefining cloud, not just a remote set of services, somewhere out there in the cloud, but connecting to on-prem and hybrid, multi-cloud out to the Edge. Is that the big wave that, that you see here? Is that what you're riding? >> Definitely one component of the wave. I think the other part is, remember what I said in 2018, when I became CEO of Hewlett Packard Enterprise, that the enterprise of the future will be a centric cloud enabled and data driven. And through the unfortunate events of the global pandemic, right? That has been validated, right? We live now in a much more distributed and enterprise than ever before. The original architectures that John obviously pioneered for, for the case, you know, you have the data center and you have the campus and the branch, now you have these extension called the micro branch. The micro branch is our homes, our home offices, right? But now what happens is that the cloud obviously scared to stay because it's all about speed and agility, but it's also important that we define cloud correctly, which is an experience that we should bring to, for all the applications and data. And what we see that the vast majority of the data is created at the Edge, where we live and work. Here we are, you and I, and John having a conversation. There is cameras everywhere taping this, there's a lot of bits being created. And those bits, I hope have value when people watch this. But, but to me, that's the, the big opportunity to really disrupt the cloud as we know it and bring that set of capabilities closer to where the action is. The second part of this, which I think is important is that what we saw with the consumption of IT, and this is where, you know, we have a, a vision to become the Edge supply platform that you can consume as a service. And that's our HPE Green Lake offer. But the- as a service offerings taken off to a level we have not imagined. And it's not just the fact that the public cloud is there, it's everything, whether it's in your own premises or at the Edge. And that's why I'm so excited about the partnership with Pensando to disrupt this age to cloud architectures, with the know how that we have, our go to market in the, as a service model to accelerate those markets in transition. >> You take the excitement of a company that's reinventing itself. And you think about HPE, they alerted the original Silicon Valley garage startup. So much of what is great about the Valley, they brought Lou Platt, who was the CEO at HP. When I came to Silicon Valley, nobody knew what Cisco was, much less the internet. They thought we were a food company. I called up Lou and I said, Lou I need help. I don't know the Valley, teach me about how you've been successful. He not only met with me once, he met with me for three years. At the end of the three years, he said, I said to him, now we're really cooking this time! We were growing out of control, becoming the most valuable company in the world for a while. And I said, Lou, what can I do to pay the HPE back? And he said, very simply, "John, give back to the next generation." That stuck with me forever. The values of a company, the leaders, whether it was Lou, whether it's original leaders of the company, or Antonio, their cultures and values are so much aligned. So we have a chance to change a market together. I was all in and, you know, while we competed a little bit, in, in the past, it was very little, and now we have a chance to change a whole market and take on the giants, and perhaps really disrupt a whole industry. That gets exciting. We've got a team that has built a $8 billion products per year, eight different times. Now we're going to do it a ninth and maybe a 10th together. And to share that is truly exciting with a world-class team at HPE. >> So let's talk a little bit about HPE, Aruba, and Pensando, where you guys are going. You started sort of at the core two years ago. And I think I, you know, I think Aruba, in some regards, is misunderstood. I mean, you're basically building a major cloud strategy around that. It stretches to the edge. So what is it that you are trying to disrupt here? Maybe give us a little insight as to the industry transitions that you're seeing. >> Antonio: Yeah. So first of all, Aruba is doing incredibly well, I mean, if you see the latest results grow in between 25 and 30% on a year over year basis. We have improved profitability, but what I'm really excited about is that our value proposition, our mobile first cloud first approach, is resonated with customers when it comes down to connectivity and analytics. So to me, that's an incredible value. And in order to become a cloud company, we leverage the Aruba infrastructure that was developed over the years to build a subscription based model to connectivity and extended all the way to what we call the cloud, which for us is the core business there. Now, with John and his team, we are changing the architectures around those, those components of there, there's the solution. So, Aruba has been incredible foundational, not only to grow the company, but also to give us the foundation technology to become that Edge to cloud company. So what we're doing with John, we have taken now this new architecture to the next level of the entire solution. So we started with the server business. We integrated these distributed service cards, and now we are taking it to their rack level architecture and eventually to the, you know, data center architecture in a true Edge to the cloud environment. And that means we are introducing the distributed service switching technology, which is, again, this is a joint innovation between the Aruba IP and the Pensando IP, which we think, which are, will change, again every 10 to 12 years, that switching market opportunity. >> And it's fun to take on the big competitors and bring them down, which I love doing. And it's also unique to see how fast our teams are moving together. Our cultures are very similar, and we set audacious goals for our team, and so far, they've been exceeding them. >> So you know a little bit about this networking market. Is this a, is this a new category of switch? Is this, how unique is this? >> John: Well, I think it's all the above. It's, Antonio used the word "platform and architectures" and distributed service platform that now is going into switching as well. It's ability to redefine everything with software in Silicon. And that's a lot different than what the industry seen before, and to move with speed in terms of software defined programmability everywhere, everything automated and simple, which makes it so easy to start- how simple? All you do is plug a server into the switch, and you look at what we're doing together already with the HPE servers and how you literally add value on top of it with the distributed services card and platform. So you see it all coming together. How big could it be? I think it will be the next generation, and truly not just the cloud moving to the Edge, but internet working security, how load balancing all comes together. That really is going to change an industry group. So I think it's going to be the next big product for the whole segment of the industry. >> Antonio: Yeah, and I think it will bring tremendous value from the company. Obviously we love the technology and this markets, but ultimately think about from the customer's perspective is less CapEx because they don't need to add log balancing, all these things that add costs, and actually friction points and point of failure, but also OPEX, because to the point that John said, right, it's all about simplicity and automation and awareness around the, the application. And also the, the infrastructure that ultimately we want this to be autonomous and intelligent, therefore is an OPEX reduction on the run time too. Go ahead, John. >> It's in many ways, future proof. It's an architecture for the future, not for the past. When you get your peers that talk about scale in low single digit thousands, and we talk about scale in millions, you talk about performance that literally is 10 fold, in order of magnitude better. And you build an architecture that allows the market to go where they want with ease of use for your customers. That's about innovation with speed. They can leave no small company or no large company probably could do by themselves. I think very few people in industry would have had the courage to do it, but probably not the culture to really make it work well. >> Dave: Talk About HPE, Pensando. I mean, you've got small company, big company, and you guys have been at this now for a couple of years. It seems to be gaining momentum. That, that is in an, in and of itself unique. Why HPE and Pensando? >> Antonio: Well, I think, again, it start with a thesis that John and I share about the future. As John said, it takes courage to do these things, and ultimately culture is everything. Well, we jointly realize that the way we think, the way we work is very similar. These are two companies that are very engineering driven in everything they do, but they put the customer at the center of how we think about the future. And it has been amazing to me. In fact, I, we connect every handful of weeks to check where we are and I keep, you know, in many ways the larger company, in many ways is pushing the smaller company to go further and faster. And to me, it's all about speed. >> So when you think about what makes a strategic partnership work, it has to be really material, both sides. In other words, it has to change an industry. HPE has done an amazing job. You've doubled your profits in the last four years, and you're reinventing yourself again and again, but it's a common vision of where the market's going to go, as Antonio articulated very well when it goes to the Edge, and Green Lake is going to be your delivery vehicle for it. It's about bringing together all these technologies into one, not individual appliances or approaches. You do load balance and you do security. You do scale and you do networking. And it's about the best of each company saying, how do you help the other company be successful? When our teams come together, other than their accents, you usually can't tell who's from HPE and who's from Pensando. >> Dave: How should we be evaluating the progress over the next several quarters, months, years? What are the, sort of, benchmarks we should be looking for? >> Well, I think the most important metric is customer relevance, in my mind. The financials generally tend to follow that because if you are relevant, is, is, you know, we were talking to all the teams, you know, are you important or are you strategic, right? Generally we are very important. What we do matters, but we want to be strategic. And I think this joint innovation will catapult us to be way more strategic in everything we do. So it's customer relevancy. Obviously from the financial perspective, we both have an idea to create multi-billion dollar businesses, otherwise, why do it, right? So, and the market is huge, is huge. I mean, you know that obviously we, we, we are living in an amazing time where data is exploding everywhere, right? And I think this is just a starting point, right? So we obviously start with an idea and a thought and a specific focus. But if you think about the next generation is create data fabrics that are secure, and then you can run these models with AI and machine learning at scale. The network fabric becomes the core of everything you do, right? >> So think about it the way you asked the question. It's been two years as of the announcement that we're making jointly. Since we made the announcement two years ago, we've over exceeded every expectation. It starts with the customers, as you said, Antonio, how many of the large customers do we have two years from now? Are we in the same leadership position like we are with the first-generation of the distributed services platform? And have we got a number of the very largest accounts in the world committed to us? And are we still one to two generations ahead of our nearest competitor two years from now like we are today with our current card capability and platform capabilities. >> Dave: Pretty cool partnership. Thanks so much guys, for helping us kick off the Power of And. Really appreciate it. >> Thank you, Dave. >> All right. Keep it right there. We've got a ton of content. You're going to hear from technologists, how they're trying to change the world, what it means for customers. You're watching theCUBE.

>>From the Bellagio hotel in Las Vegas, it's the cube covering UI path forward for brought to you by, >>Hey, welcome to the cubes coverage of forward for UI path forward for live from the Bellagio in Las Vegas. I'm Lisa Martin with David. David's great to be back sitting at an anchor desk. >>Yeah, good to see. This is my first show. Since June, we were at mobile world Congress and I've been, I've been doing a number of shows where they'll they'll the host myself would be there with some guests as a pre-record to some simulive show, but this is real live awesome to be working with you again. So we did live last week at a DC public sector summit for AWS next week's cube con. So it's three in a row. So maybe it's a trend. It we'll see. >>Well, the thing that was really surprising was that we were in the keynote briefly this morning. It was standing room only. There are a lot of people at this conference. They think they were expecting about 2000. And to me it looked like there were at least out, if not more >>Funny leases, most companies, if not virtually all of them, except for a handful are canceling physical events. And because they're saying their customers aren't traveling, but I've talked to over a dozen customers here. I just got here yesterday afternoon. I've talked about 10 or 12 customers who are here. They're flying, they're traveling. And we're going to dig into a lot of that. Today. We have Uber coming on the program. We have applied materials coming on, blue cross blue shield. I'm really happy that UI path decided to, to put a number of customers on the cubes so we can test what we're hearing, you know, in the marketing. >>Well, one of the first things that they said in the keynote this morning was we want to hear from our customers, what are we doing? Right? What are we not doing enough of? What do you want more? They've got eight over 8,000 customers. You mentioned some of the ones that are going to be on the program this week, including Chevron and Merck who are on today. And 70% of their revenue comes from existing customers. This is a company that has, is really kind of a use case in land and expand. Yeah. >>And I think you're going to see this trend. You know what it's like with COVID it's day to day, month to month, quarter to quarter, you're trying to figure out, okay, what's the right model. Clearly hybrid is the, is the new abnormal, if you will. And I think we're going to see is, is you're going to have VIP events and this is kind of a VIP event. It's not, you know, 5,000 people, it's kind of 1500, 2000, but there are a lot of VIP customers here. Obviously the partners here. So what they did before the show is they had a partner summit. It was packed. You talk about standing room only. They had a healthcare summit, it was packed. And so they have these little VIP sections, little events within the event, and then they broadcast it out to a wider audience. And I think that's going to be the normal one. I think you're going to see CEO's in a room, maybe in a hotel and in wherever in Manhattan or, or San Francisco. And then they'll broadcast out to that wider audience. I think people are learning how to build better hybrid events, but by the way, this is all new. As I said, hybrid events, I meant virtual events. And now they're learning to learn how to build hybrid events. And that's a nother new process. >>It is, but it's also exciting to see the traction, the momentum that is here from, uh, you know, they, and they IPO at about what six months ago, you covered that your breaking analysis that you did right before the IPO and the breaking analysis that you did last last week, I believe really fascinating. Interesting acceleration is, is a theme. We're going to talk about the acceleration of automation and the momentum that the pandemic is driving. But this is a company that's accelerated everything. As you said on your breaking analysis, lightning in a bottle, this is a company that went global very quickly. We're seeing them as some of the leading companies. We can probably count on one hand who are actually coming back to these hybrid events and say, we want to be with our customers again and learn from you what you're doing, what's going on. And we've got a lot of news to share. >>Yeah, we've been covering UI path since 2015. And the piece we wrote back at IPO was, uh, you, you bypass long, strange trip to IPO and it, and it was strange. And that they kind of hung out as a software development shop for the better part of a decade. And then just listening and learning, writing code, they were kind of geeks writing code and loved it. And then they realized, wow, we have something here we can. And they, their uniqueness is they have a computer vision technology. They have the ability to sort of infer what a form looks like and then actually populated. And the thing that UI path did that was different was they made sound, sounds crazy. They made the product really simple to use, right? And we know simplicity works. We see that with best example in storage, storage, complicated business, pure storage, right? >>They pop it in. You kind of Veeam is another one. It just works. And so they, they created a freemium model that made it easy for departments to start small, you know, maybe for 15, 20, 20 $5,000, you could get a software robot and then it would do things like whatever it, it would pull data out of one spreadsheet, put it into another pull date out of one, SAS populated and people then realize, wow, I am saving a ton of time. I can do some other things. I'm more productive. And other people looking over her shoulder would say, Hey, what is that you're using? Can I get that? And then all of a sudden, like you said, lightning in a bottle and it exploded, not a conventional Silicon valley, you know, funded company, even though they got a lot of funding, they got, they raised close to a billion dollars before they went public. Um, and now they're public went public in April. The stock has been sort of trending downward for the last four or five months, a little bit off on sympathy, but you know, >>What do you think that is? They had such momentum going into it. They clearly have a lot of momentum here. 8,000 plus customers. They've got over 1200 customers with an ARR above a hundred thousand. Why do you think the stock is? >>So I think a couple of things, at least, I think first of all, the street doesn't fully understand this company. You know, Daniel DNAs has never been the CEO of a public company. He's not from Silicon valley. He's, you know, from, from, uh, Eastern Europe and they don't know him that well, uh, they've got, you know, the very, very capable, and so they're educating the streets. So there's a comfort level there. They're looking at their growth and they're inferring from their billings that their growth is, is declining. The new growth from new customers in particular. But there, the ARR is still growing at 60% annually. They also guided a little bit conservatively for the street. And the other thing is they've been profitable. I'm not if a cashflow basis. And then they guided that they would actually be, be somewhat unprofitable in the coming quarter. >>People didn't like that. They don't care about profits until you're somewhat profitable. And then you say, Hey, we're going to be a little less profitable, but of course they get events like this. So that I think it's just a matter of the street, getting to understand them. And I will say this, and you know, this, they're getting a lot of business from their existing customers. We saw this with snowflake, uh, Cleveland research, put out a note saying, oh, Snowflake's new customer growth is slowing. We published research from our friends at ETR that showed well, they're getting a lot of business from existing customers that sort of fat middle is really where they're starting to mind. And you can see this with UI path. The lifetime value of the customers is just growing and growing and growing. And so I'm not as concerned. The stocks, you know, we don't, we don't, we're not the stock advisors, but the stock is just over 50. >>Now it wasn't 90 at one point. So it's got a valuation of somewhere around 26 billion, which was closer to 50 billion. So who knows, maybe this is a buying opportunity. There's not a lot of data. So the technical analyst are saying, well, we really don't know where it's going to cook it down to 30. It could go, could go rock it up from here. I think the point Lisa is, this is a marathon. It's not a sprint, it's a long-term play. And these guys are the leaders. And they're, I think moving away from the pack. And the last thing is this concern about competition from Microsoft who bought a company last year to really in earnest, get into this business. And everybody's afraid of Microsoft. >>Well, one thing that we know that's growing considerably is the total addressable market pre pandemic. It was about 30 billion. It's now north of 60 billion. We've seen the pandemic accelerate a lot of things. Talk to me a little bit about automation as its role in digital transformation from your side. >>Yeah, I think, you know, this is again, it's a really good question because when you look at these total available market numbers, the way that companies virtually all companies, whether it's Dell or Cisco or UI path or anybody, they take data from like Gartner and IDC and they say, okay, these are the markets that we kind of play in, and this is how it's growing. What's really happening. Lisa's all these markets are converging because of digital. So to your question, it's a di what's a digital business. A digital business is a data business and they differentiate by the way in which they use data. And if you're not a digital business during the pandemic, you're out of business. So all of these markets, cloud machine intelligence, AI automation, orchestra, uh, container orchestration, container platforms, they're all coming together as one, it's all being built in as one. >>So 60 billion up from 30 billion, I think it could be a hundred billion. I think, you know, they threw out a stat today that 2% of processes are automated, uh, says to me that, I mean, anything digital is going to be automated. So that is hundreds of billions of dollars of, of market opportunity, right? And so there's no shortage of market opportunity for this company. And that's why, by the way, everybody's entering it. We saw SAP make some acquisitions. We S we see in for talking about it, uh, uh, Salesforce service now, and these SAS companies are all saying, Hey, we can own the automation piece within our stack, what UI path is doing. And the reason why I liked their strategy better is they're a specialist in automation horizontally across all these software stacks. And that's really why their Tam I think is, >>And that gives them quite a big differentiator that horizontal play >>It does. I think I see. So I don't see, I think there's a continuum and I think you got Microsoft over here with Azure and personal productivity in their cloud. And then you've got the pure plays, which are really focusing on a broader automation agenda. That's UI path, that's automation, anywhere I would put blue prism in that category, the blueprints, and by the way, is getting, getting acquired by Vista. And they're gonna merge them with Tipco company that, you know, quite a bit about, and that's an integration play. So that's kind of interesting. I would put them as more of a horizontal play. And then in the fat middle, you've got SAP and in four, and, and, you know, IBM's getting into the game, although they, I think they OEM from a lot of different companies and all those other companies I mentioned before, they're kind of the walled gardens. >>And so I think that UI path is less of a head-to-head competitor with Microsoft today anyway, than it is for instance, with automation anywhere. And it's, and it's growing faster than automation, anywhere from what we can tell. And it's, it's still leader in that horizontal play. You know, you never discount Microsoft, but I think just like for instance, Okta is a specialist in, in, in access identity, access management and privileged, privileged access management and access government, they compete with Microsoft's single sign on, right. But they're a horizontal play. So there's plenty of room for, for both in my view. Anyway, >>Some of the things that you can you think that we're going to hear, you know, seem to be at this inflection point where UI path wants to move away from being an RPA point solution to an enterprise automation platform they made, they made some announcements about vision a couple of years ago at the last in-person event. What are some of the things you think that are going to be announced in the next couple? >>That's a really good question. I'm glad you picked up on that because they started as a point tool essentially. And then they realized, wow, if we're really going to grow as a company, we have to expand that. So they made acquisite, they've been making acquisitions. One of the key acquisitions they made was a company called process gold. So it's funny when we've done previous, uh, RPA events, I've said RPA in its early days was kind of scripts paving the cow path, meaning you're taking existing processes of saying, okay, we're just going to automate them where UI path is headed in others is they're looking across the enterprise and how do we go end to end? How do we take a broader automation agenda and drive automation throughout the entire organization? And I think that's a lot of what we're going to hear from today. We heard that from executives, APAR co co Kaylon, and, um, and, and, and Ted Kumar talked about their engineering and their product vision. And I think you iPad test to show that that's actually what's happening with customers and they have the portfolio to deliver >>Well, those two executives that you just mentioned, and a lot of others are going to be on the program. The next couple of days jam packed. Dave, I'm looking forward to unpacking what UI path is doing. The acceleration in the automation markets. We're going to have a fun couple of days. >>Thanks for coming on here for David >>Lente. I'm Lisa Martin. We're going to be back live from Las Vegas at UI path forward for in just a minute.

>>From the Bellagio hotel in Las Vegas, it's the cube covering UI path forward for brought to you by, >>Hey, welcome to the cubes coverage of forward for UI path forward for live from the Bellagio in Las Vegas. I'm Lisa Martin with David. David's great to be back sitting at an anchor desk. >>Yeah, good to see. This is my first show. Since June, we were at mobile world Congress and I've been, I've been doing a number of shows where they'll they'll the host myself would be there with some guests as a pre-record to some simulive show, but this is real live awesome to be working with you again. So we did live last week at a DC public sector summit for AWS next week's cube con. So it's three in a row. So maybe it's a trend. It we'll see. >>Well, the thing that was really surprising was that we were in the keynote briefly this morning. It was standing room only. There are a lot of people at this conference. They think they were expecting about 2000. And to me it looked like there were at least out, if not more >>Funny leases, most companies, if not virtually all of them, except for a handful are canceling physical events. And because they're saying their customers aren't traveling, but I've talked to over a dozen customers. I just got here yesterday afternoon. I've talked about 10 or 12 customers who are here. They're flying, they're traveling. And we're going to dig into a lot of that. Today. We have Uber coming on the program. We have applied materials coming on, blue cross blue shield. I'm really happy that you AIPAC decided to, to put a number of customers on the cubes so we can test what we're hearing, you know, in the marketing. >>Well, one of the first things that they said in the keynote this morning was we want to hear from our customers, what are we doing? Right? What are we not doing enough of? What do you want more? They've got eight over 8,000 customers. You mentioned some of the ones that are going to be on the program this week, including Chevron and Merck who are on today. And 70% of their revenue comes from existing customers. This is a company that has, is really kind of a use case in land and expand. Yeah. >>And I think you're going to see this trend. You know what it's like with COVID it's day to day, month to month, quarter to quarter, you're trying to figure out, okay, what's the right model. Clearly hybrid is the, is the new abnormal, if you will. And I think we're going to see is, is you're going to have VIP events. And this is kind of a VIP event. It's not, you know, 5,000 people, it's kind of 1500, 2000, but there are a lot of VIP customers here. Obviously the partners here. So what they did before the show is they had a partner summit. It was packed. You talked about standing room only. They had a healthcare summit, it was packed. And so they have these little VIP sections, little events within the event, and then they broadcast it out to a wider audience. And I think that's going to be the normal one. I think you're going to see CEO's in a room, maybe in a hotel and wherever in Manhattan or, or San Francisco. And then they'll broadcast out to that wider audience. I think people are learning how to build better hybrid events, but by the way, this is all new. As I said, hybrid events, I meant virtual events. And now they're learning to learn how to build hybrid events. And that's a whole nother new process. >>It is. But it's also exciting to see the traction, the momentum that is here from, you know, they and they IPO at about what six months ago, you covered that your breaking analysis that you did right before the IPO and the breaking analysis that you did last last week, I believe really fascinating. Interesting acceleration is a theme. We're going to talk about the acceleration of automation and the momentum that the pandemic is driving. But this is a company that's accelerated everything. As you said on your breaking analysis, lightning in a bottle, this is a company that went global very quickly. We're seeing them as some of the leading companies. We can probably count on one hand who are actually coming back to these hybrid events and say, we want to be with our customers again and learn from you what you're doing, what's going on. And we've got a lot of news to share. >>Yeah, we've been covering UI path since 2015. And the piece we wrote back at IPO was, uh, you, you bypass long, strange trip to IPO and it, and it was strange. And that they kind of hung out as a software development shop for the better part of a decade. And then just listening and learning, writing code, they were kind of gigs writing code and loved it. And then they realized, wow, we have something here we can. And they, their uniqueness is they have a computer vision technology. They have the ability to sort of infer what a form looks like and then actually populated. And the thing that UI path did that was different was they made it sound, sounds crazy. They made the product really simple to use, and we know simplicity works. We see that with best example in storage storage, a complicated business, pure storage, right? >>They pop it in. You kind of Veeam is another one. It just works. And so they, they created a freemium model. It made it easy for departments to start small, you know, maybe for 15, 20, 20 $5,000, you could get a software robot and then it would do things like whatever it, it would pull data out of one spreadsheet, put it into another pull date out of one, SAS populated and people then realize, wow, I am saving a ton of time. I can do some other things I'm more productive. And then other people looking over her shoulder would say, Hey, what is that you're using? Can I get that? And then all of a sudden, like you said, lightning in a bottle and it exploded, not a conventional Silicon valley, you know, funded company, even though they got a lot of funding, they got, they raised, I think, close to a billion dollars before they went public. Um, and now they're public went public in April. The stock has been sort of trending downward for the last four or five months, a little bit off on sympathy, but you know, >>What do you think that is? They had such momentum going into it. They clearly have a lot of momentum here. 8,000 plus customers. They've got over 1200 customers with an ARR above a hundred thousand. Why do you think the stock is? >>So I think a couple of things, at least, I think first of all, the street doesn't fully understand this company. You know, Daniel DNAs has never been the CEO of a public company. He's not from Silicon valley. He's, you know, from, from, uh, Eastern Europe and they don't know him that well, uh, they've got, you know, the very, very capable, and so they're educating the streets. So there's a comfort level there. They're looking at their growth and they're inferring from their billings that their growth is, is declining. The new growth from new customers in particular. But there, the ARR is still growing at 60% annually. They also guided a little bit conservatively for the street. And the other thing is they've been profitable. I'm not if a cashflow basis. And then they guided that they would actually be, be somewhat unprofitable in the coming quarter. >>People didn't like that. They don't care about profits until you're somewhat profitable. And then you say, Hey, we're going to be a little less profitable, but of course they get events like this. So that, that, I think it's just a matter of the street getting to understand them. And I will say this, and you know, this, they're getting a lot of business from their existing customers. We saw this with snowflake, uh, Cleveland research, put out a note saying, oh, Snowflake's new customer growth is slowing. We published research from our friends at ETR that showed well, they're getting a lot of business from existing customers that sort of fat middle is really where they're starting to mind. And you can see this with UI path. The lifetime value of the customers is just growing and growing and growing. And so I'm not as concerned. The stocks, you know, we don't, we don't, we're not the stock advisors, but the stock is just over 50. >>Now it wasn't 90 at one point. So it's got a valuation of somewhere around 26 billion, which was closer to 50 billion. So who knows, maybe this is a buying opportunity. There's not a lot of data. So the technical analyst are saying, well, we really don't know where it's going to cook it down to 30. It could go, could go rock it up from here. I think the point Lisa is, this is a marathon. It's not a sprint, it's a long-term play. And these guys are the leaders. And they're, I think moving away from the pack. And the last thing is this concern about competition from Microsoft who bought a company last year to really in earnest, get into this business. And everybody's afraid of Microsoft. >>Well, one thing that we know that's growing considerably is the total addressable market pre pandemic. It was about 30 billion. It's now north of 60 billion. We've seen the pandemic accelerate a lot of things. Talk to me a little bit about automation as its role in digital transformation from your side. >>Yeah, I think, you know, this is again, it's a really good question because when you look at these total available market numbers, the way that companies virtually all companies, whether it's Dell or Cisco or UI path or anybody, they take data from like Gartner and IDC and they say, okay, these are the markets that we kind of play in, and this is how it's growing. What's really happening leases. All these markets are converging because of digital. So to your question, it's a di what's a digital business. A digital business is a data business and they differentiate by the way in which they use data. And if you're not a digital business during the pandemic, you're out of business. So all of these markets, cloud machine intelligence, AI automation, orchestra, uh, container orchestration, container platforms, they're all coming together as one, it's all being built in as one. >>So 60 billion, you know, up from 30 billion, I think it could be a hundred billion. I think, you know, they threw out a stat today that 2% of processes are automated says to me that, I mean, anything digital is going to be automated. So that is hundreds of billions of dollars of, of market opportunity, right? And so there's no shortage of market opportunity for this company. And that's why, by the way, everybody's entering it. We saw SAP make some acquisitions. We S we see in for talking about it, uh, uh, Salesforce, uh, service now, and these SAS companies are all saying, Hey, we can own the automation piece within our stack, what UI path is doing. And the reason why I liked their strategy better is they're a specialist in automation horizontally across all these software stacks. And that's really why they're Tam, I think is, >>And that gives them quite a big differentiator that horizontal play >>It does. I think I see. So I don't see, I think there's a continuum and I think you got Microsoft over here with Azure and personal productivity in their cloud. And then you've got the pure plays, which are really focusing on a broader automation agenda. That's UI path, that's automation, anywhere I would put blue prism in that category blueprints. And by the way, he's getting, getting acquired by Vista, and they're gonna merge them with TIBCO company that, you know, quite a bit about, and that's an integration play. So that's kind of interesting. I would put them as more of a horizontal play. And then in the fat middle, you've got SAP and in four and, you know, IBM is getting to the game. Although they, I think they OEM from a lot of different companies and all those other companies I mentioned before, they're kind of the walled gardens. >>And so I think that UI path is less of a head-to-head competitor with, with Microsoft today anyway, than it is for instance, with automation anywhere. And it's, and it's growing faster than automation, anywhere from what we can tell. And it's, it's still a leader in that horizontal play. You know, you never discount Microsoft, but I think just like for instance, Okta is a specialist in, in, in access identity, access management and privileged, privileged access management and access government, they compete with Microsoft's single sign on, right. But they're a horizontal play. So there's plenty of room for, for both in my view. Anyway, >>Some of the things that you can you think that we're going to hear, you know, seem to be at this inflection point where UI path wants to move away from being an RPA point solution to an enterprise automation platform they made, they made some announcements about vision a couple of years ago at the last in-person event. What are some of the things you think that are going to be announced in the next couple? >>That's a really good question. I'm glad you picked up on that because they started as a point tool essentially. And then they realized, wow, if we're really going to grow as a company, we have to expand that. So they made acquisite, they've been making acquisitions. One of the key acquisitions they made was a company called process gold. So it's funny when we've done previous, uh, RPA events, I've said RPA in its early days was kind of scripts paving the cow path, meaning you're taking existing processes of saying, okay, we're just going to automate them where UI path is headed in others is they're looking across the enterprise and how do we go end to end? How do we take a broader automation agenda and drive automation throughout the entire organization? And I think that's a lot of what we're going to hear from today. We heard that from executives, APAR, co Kaylon, and, um, and, and, and Ted Coomer talked about their engineering and their product vision. And I think you iPad has to show that that's actually what's happening with customers and they have the portfolio to deliver >>Well, those two executives that you just mentioned, and a lot of others are going to be on the program. The next couple of days jam packed. Dave, I'm looking forward to unpacking what UI path is doing. The acceleration in the automation market. We're going to have a fun >>Couple of days. Thanks for coming on here for David >>Lante. I'm Lisa Martin. We're going to be back live from Las Vegas at UI path forward for in just a minute.

>>Individuals create developers, translate ideas to code, to create great applications and great applications. Touch everyone. A Docker. We know that collaboration is key to your innovation sharing ideas, working together. Launching the most secure applications. Docker is with you wherever your team innovates, whether it be robots or autonomous cars, we're doing research to save lives during a pandemic, revolutionizing, how to buy and sell goods online, or even going into the unknown frontiers of space. Docker is launching innovation everywhere. Join us on the journey to build, share, run the future. >>Hello and welcome to Docker con 2021. We're incredibly excited to have more than 80,000 of you join us today from all over the world. As it was last year, this year at DockerCon is 100% virtual and 100% free. So as to enable as many community members as possible to join us now, 100%. Virtual is also an acknowledgement of the continuing global pandemic in particular, the ongoing tragedies in India and Brazil, the Docker community is a global one. And on behalf of all Dr. Khan attendees, we are donating $10,000 to UNICEF support efforts to fight the virus in those countries. Now, even in those regions of the world where the pandemic is being brought under control, virtual first is the new normal. It's been a challenging transition. This includes our team here at Docker. And we know from talking with many of you that you and your developer teams are challenged by this as well. So to help application development teams better collaborate and ship faster, we've been working on some powerful new features and we thought it would be fun to start off with a demo of those. How about it? Want to have a look? All right. Then no further delay. I'd like to introduce Youi Cal and Ben, gosh, over to you and Ben >>Morning, Ben, thanks for jumping on real quick. >>Have you seen the email from Scott? The one about updates and the docs landing page Smith, the doc combat and more prominence. >>Yeah. I've got something working on my local machine. I haven't committed anything yet. I was thinking we could try, um, that new Docker dev environments feature. >>Yeah, that's cool. So if you hit the share button, what I should do is it will take all of your code and the dependencies and the image you're basing it on and wrap that up as one image for me. And I can then just monitor all my machines that have been one click, like, and then have it side by side, along with the changes I've been looking at as well, because I was also having a bit of a look and then I can really see how it differs to what I'm doing. Maybe I can combine it to do the best of both worlds. >>Sounds good. Uh, let me get that over to you, >>Wilson. Yeah. If you pay with the image name, I'll get that started up. >>All right. Sen send it over >>Cheesy. Okay, great. Let's have a quick look at what you he was doing then. So I've been messing around similar to do with the batter. I've got movie at the top here and I think it looks pretty cool. Let's just grab that image from you. Pick out that started on a dev environment. What this is doing. It's just going to grab the image down, which you can take all of the code, the dependencies only get brunches working on and I'll get that opened up in my idea. Ready to use. It's a here close. We can see our environment as my Molly image, just coming down there and I've got my new idea. >>We'll load this up and it'll just connect to my dev environment. There we go. It's connected to the container. So we're working all in the container here and now give it a moment. What we'll do is we'll see what changes you've been making as well on the code. So it's like she's been working on a landing page as well, and it looks like she's been changing the banner as well. So let's get this running. Let's see what she's actually doing and how it looks. We'll set up our checklist and then we'll see how that works. >>Great. So that's now rolling. So let's just have a look at what you use doing what changes she had made. Compare those to mine just jumped back into my dev container UI, see that I've got both of those running side by side with my changes and news changes. Okay. So she's put Molly up there rather than mobi or somebody had the same idea. So I think in a way I can make us both happy. So if we just jumped back into what we'll do, just add Molly and Moby and here I'll save that. And what we can see is, cause I'm just working within the container rather than having to do sort of rebuild of everything or serve, or just reload my content. No, that's straight the page. So what I can then do is I can come up with my browser here. Once that's all refreshed, refresh the page once hopefully, maybe twice, we should then be able to see your refresh it or should be able to see that we get Malia mobi come up. So there we go, got Molly mobi. So what we'll do now is we'll describe that state. It sends us our image and then we'll just create one of those to share with URI or share. And we'll get a link for that. I guess we'll send that back over to you. >>So I've had a look at what you were doing and I'm actually going to change. I think that might work for both of us. I wondered if you could take a look at it. If I send it over. >>Sounds good. Let me grab the link. >>Yeah, it's a dev environment link again. So if you just open that back in the doc dashboard, it should be able to open up the code that I've changed and then just run it in the same way you normally do. And that shouldn't interrupt what you're already working on because there'll be able to run side by side with your other brunch. You already got, >>Got it. Got it. Loading here. Well, that's great. It's Molly and movie together. I love it. I think we should ship it. >>Awesome. I guess it's chip it and get on with the rest of.com. Wasn't that cool. Thank you Joey. Thanks Ben. Everyone we'll have more of this later in the keynote. So stay tuned. Let's say earlier, we've all been challenged by this past year, whether the COVID pandemic, the complete evaporation of customer demand in many industries, unemployment or business bankruptcies, we all been touched in some way. And yet, even to miss these tragedies last year, we saw multiple sources of hope and inspiration. For example, in response to COVID we saw global communities, including the tech community rapidly innovate solutions for analyzing the spread of the virus, sequencing its genes and visualizing infection rates. In fact, if all in teams collaborating on solutions for COVID have created more than 1,400 publicly shareable images on Docker hub. As another example, we all witnessed the historic landing and exploration of Mars by the perseverance Rover and its ingenuity drone. >>Now what's common in these examples, these innovative and ambitious accomplishments were made possible not by any single individual, but by teams of individuals collaborating together. The power of teams is why we've made development teams central to Docker's mission to build tools and content development teams love to help them get their ideas from code to cloud as quickly as possible. One of the frictions we've seen that can slow down to them in teams is that the path from code to cloud can be a confusing one, riddle with multiple point products, tools, and images that need to be integrated and maintained an automated pipeline in order for teams to be productive. That's why a year and a half ago we refocused Docker on helping development teams make sense of all this specifically, our goal is to provide development teams with the trusted content, the sharing capabilities and the pipeline integrations with best of breed third-party tools to help teams ship faster in short, to provide a collaborative application development platform. >>Everything a team needs to build. Sharon run create applications. Now, as I noted earlier, it's been a challenging year for everyone on our planet and has been similar for us here at Docker. Our team had to adapt to working from home local lockdowns caused by the pandemic and other challenges. And despite all this together with our community and ecosystem partners, we accomplished many exciting milestones. For example, in open source together with the community and our partners, we open sourced or made major contributions to many projects, including OCI distribution and the composed plugins building on these open source projects. We had powerful new capabilities to the Docker product, both free and subscription. For example, support for WSL two and apple, Silicon and Docker, desktop and vulnerability scanning audit logs and image management and Docker hub. >>And finally delivering an easy to use well-integrated development experience with best of breed tools and content is only possible through close collaboration with our ecosystem partners. For example, this last year we had over 100 commercialized fees, join our Docker verified publisher program and over 200 open source projects, join our Docker sponsored open source program. As a result of these efforts, we've seen some exciting growth in the Docker community in the 12 months since last year's Docker con for example, the number of registered developers grew 80% to over 8 million. These developers created many new images increasing the total by 56% to almost 11 million. And the images in all these repositories were pulled by more than 13 million monthly active IP addresses totaling 13 billion pulls a month. Now while the growth is exciting by Docker, we're even more excited about the stories we hear from you and your development teams about how you're using Docker and its impact on your businesses. For example, cancer researchers and their bioinformatics development team at the Washington university school of medicine needed a way to quickly analyze their clinical trial results and then share the models, the data and the analysis with other researchers they use Docker because it gives them the ease of use choice of pipeline tools and speed of sharing so critical to their research. And most importantly to the lives of their patients stay tuned for another powerful customer story later in the keynote from Matt fall, VP of engineering at Oracle insights. >>So with this last year behind us, what's next for Docker, but challenge you this last year of force changes in how development teams work, but we felt for years to come. And what we've learned in our discussions with you will have long lasting impact on our product roadmap. One of the biggest takeaways from those discussions that you and your development team want to be quicker to adapt, to changes in your environment so you can ship faster. So what is DACA doing to help with this first trusted content to own the teams that can focus their energies on what is unique to their businesses and spend as little time as possible on undifferentiated work are able to adapt more quickly and ship faster in order to do so. They need to be able to trust other components that make up their app together with our partners. >>Docker is doubling down and providing development teams with trusted content and the tools they need to use it in their applications. Second, remote collaboration on a development team, asking a coworker to take a look at your code used to be as easy as swiveling their chair around, but given what's happened in the last year, that's no longer the case. So as you even been hinted in the demo at the beginning, you'll see us deliver more capabilities for remote collaboration within a development team. And we're enabling development team to quickly adapt to any team configuration all on prem hybrid, all work from home, helping them remain productive and focused on shipping third ecosystem integrations, those development teams that can quickly take advantage of innovations throughout the ecosystem. Instead of getting locked into a single monolithic pipeline, there'll be the ones able to deliver amps, which impact their businesses faster. >>So together with our ecosystem partners, we are investing in more integrations with best of breed tools, right? Integrated automated app pipelines. Furthermore, we'll be writing more public API APIs and SDKs to enable ecosystem partners and development teams to roll their own integrations. We'll be sharing more details about remote collaboration and ecosystem integrations. Later in the keynote, I'd like to take a moment to share with Docker and our partners are doing for trusted content, providing development teams, access to content. They can trust, allows them to focus their coding efforts on what's unique and differentiated to that end Docker and our partners are bringing more and more trusted content to Docker hub Docker official images are 160 images of popular upstream open source projects that serve as foundational building blocks for any application. These include operating systems, programming, languages, databases, and more. Furthermore, these are updated patch scan and certified frequently. So I said, no image is older than 30 days. >>Docker verified publisher images are published by more than 100 commercialized feeds. The image Rebos are explicitly designated verify. So the developers searching for components for their app know that the ISV is actively maintaining the image. Docker sponsored open source projects announced late last year features images for more than 200 open source communities. Docker sponsors these communities through providing free storage and networking resources and offering their community members unrestricted access repos for businesses allow businesses to update and share their apps privately within their organizations using role-based access control and user authentication. No, and finally, public repos for communities enable community projects to be freely shared with anonymous and authenticated users alike. >>And for all these different types of content, we provide services for both development teams and ISP, for example, vulnerability scanning and digital signing for enhanced security search and filtering for discoverability packaging and updating services and analytics about how these products are being used. All this trusted content, we make available to develop teams for them directly to discover poll and integrate into their applications. Our goal is to meet development teams where they live. So for those organizations that prefer to manage their internal distribution of trusted content, we've collaborated with leading container registry partners. We announced our partnership with J frog late last year. And today we're very pleased to announce our partnerships with Amazon and Miranda's for providing an integrated seamless experience for joint for our joint customers. Lastly, the container images themselves and this end to end flow are built on open industry standards, which provided all the teams with flexibility and choice trusted content enables development teams to rapidly build. >>As I let them focus on their unique differentiated features and use trusted building blocks for the rest. We'll be talking more about trusted content as well as remote collaboration and ecosystem integrations later in the keynote. Now ecosystem partners are not only integral to the Docker experience for development teams. They're also integral to a great DockerCon experience, but please join me in thanking our Dr. Kent on sponsors and checking out their talks throughout the day. I also want to thank some others first up Docker team. Like all of you this last year has been extremely challenging for us, but the Docker team rose to the challenge and worked together to continue shipping great product, the Docker community of captains, community leaders, and contributors with your welcoming newcomers, enthusiasm for Docker and open exchanges of best practices and ideas talker, wouldn't be Docker without you. And finally, our development team customers. >>You trust us to help you build apps. Your businesses rely on. We don't take that trust for granted. Thank you. In closing, we often hear about the tenant's developer capable of great individual feeds that can transform project. But I wonder if we, as an industry have perhaps gotten this wrong by putting so much emphasis on weight, on the individual as discussed at the beginning, great accomplishments like innovative responses to COVID-19 like landing on Mars are more often the results of individuals collaborating together as a team, which is why our mission here at Docker is delivered tools and content developers love to help their team succeed and become 10 X teams. Thanks again for joining us, we look forward to having a great DockerCon with you today, as well as a great year ahead of us. Thanks and be well. >>Hi, I'm Dana Lawson, VP of engineering here at get hub. And my job is to enable this rich interconnected community of builders and makers to build even more and hopefully have a great time doing it in order to enable the best platform for developers, which I know is something we are all passionate about. We need to partner across the ecosystem to ensure that developers can have a great experience across get hub and all the tools that they want to use. No matter what they are. My team works to build the tools and relationships to make that possible. I am so excited to join Scott on this virtual stage to talk about increasing developer velocity. So let's dive in now, I know this may be hard for some of you to believe, but as a former CIS admin, some 21 years ago, working on sense spark workstations, we've come such a long way for random scripts and desperate systems that we've stitched together to this whole inclusive developer workflow experience being a CIS admin. >>Then you were just one piece of the siloed experience, but I didn't want to just push code to production. So I created scripts that did it for me. I taught myself how to code. I was the model lazy CIS admin that got dangerous and having pushed a little too far. I realized that working in production and building features is really a team sport that we had the opportunity, all of us to be customer obsessed today. As developers, we can go beyond the traditional dev ops mindset. We can really focus on adding value to the customer experience by ensuring that we have work that contributes to increasing uptime via and SLS all while being agile and productive. We get there. When we move from a pass the Baton system to now having an interconnected developer workflow that increases velocity in every part of the cycle, we get to work better and smarter. >>And honestly, in a way that is so much more enjoyable because we automate away all the mundane and manual and boring tasks. So we get to focus on what really matters shipping, the things that humans get to use and love. Docker has been a big part of enabling this transformation. 10, 20 years ago, we had Tomcat containers, which are not Docker containers. And for y'all hearing this the first time go Google it. But that was the way we built our applications. We had to segment them on the server and give them resources. Today. We have Docker containers, these little mini Oasys and Docker images. You can do it multiple times in an orchestrated manner with the power of actions enabled and Docker. It's just so incredible what you can do. And by the way, I'm showing you actions in Docker, which I hope you use because both are great and free for open source. >>But the key takeaway is really the workflow and the automation, which you certainly can do with other tools. Okay, I'm going to show you just how easy this is, because believe me, if this is something I can learn and do anybody out there can, and in this demo, I'll show you about the basic components needed to create and use a package, Docker container actions. And like I said, you won't believe how awesome the combination of Docker and actions is because you can enable your workflow to do no matter what you're trying to do in this super baby example. We're so small. You could take like 10 seconds. Like I am here creating an action due to a simple task, like pushing a message to your logs. And the cool thing is you can use it on any the bit on this one. Like I said, we're going to use push. >>You can do, uh, even to order a pizza every time you roll into production, if you wanted, but at get hub, that'd be a lot of pizzas. And the funny thing is somebody out there is actually tried this and written that action. If you haven't used Docker and actions together, check out the docs on either get hub or Docker to get you started. And a huge shout out to all those doc writers out there. I built this demo today using those instructions. And if I can do it, I know you can too, but enough yapping let's get started to save some time. And since a lot of us are Docker and get hub nerds, I've already created a repo with a Docker file. So we're going to skip that step. Next. I'm going to create an action's Yammel file. And if you don't Yammer, you know, actions, the metadata defines my important log stuff to capture and the input and my time out per parameter to pass and puts to the Docker container, get up a build image from your Docker file and run the commands in a new container. >>Using the Sigma image. The cool thing is, is you can use any Docker image in any language for your actions. It doesn't matter if it's go or whatever in today's I'm going to use a shell script and an input variable to print my important log stuff to file. And like I said, you know me, I love me some. So let's see this action in a workflow. When an action is in a private repo, like the one I demonstrating today, the action can only be used in workflows in the same repository, but public actions can be used by workflows in any repository. So unfortunately you won't get access to the super awesome action, but don't worry in the Guild marketplace, there are over 8,000 actions available, especially the most important one, that pizza action. So go try it out. Now you can do this in a couple of ways, whether you're doing it in your preferred ID or for today's demo, I'm just going to use the gooey. I'm going to navigate to my actions tab as I've done here. And I'm going to in my workflow, select new work, hello, probably load some workflows to Claire to get you started, but I'm using the one I've copied. Like I said, the lazy developer I am in. I'm going to replace it with my action. >>That's it. So now we're going to go and we're going to start our commitment new file. Now, if we go over to our actions tab, we can see the workflow in progress in my repository. I just click the actions tab. And because they wrote the actions on push, we can watch the visualization under jobs and click the job to see the important stuff we're logging in the input stamp in the printed log. And we'll just wait for this to run. Hello, Mona and boom. Just like that. It runs automatically within our action. We told it to go run as soon as the files updated because we're doing it on push merge. That's right. Folks in just a few minutes, I built an action that writes an entry to a log file every time I push. So I don't have to do it manually. In essence, with automation, you can be kind to your future self and save time and effort to focus on what really matters. >>Imagine what I could do with even a little more time, probably order all y'all pieces. That is the power of the interconnected workflow. And it's amazing. And I hope you all go try it out, but why do we care about all of that? Just like in the demo, I took a manual task with both tape, which both takes time and it's easy to forget and automated it. So I don't have to think about it. And it's executed every time consistently. That means less time for me to worry about my human errors and mistakes, and more time to focus on actually building the cool stuff that people want. Obviously, automation, developer productivity, but what is even more important to me is the developer happiness tools like BS, code actions, Docker, Heroku, and many others reduce manual work, which allows us to focus on building things that are awesome. >>And to get into that wonderful state that we call flow. According to research by UC Irvine in Humboldt university in Germany, it takes an average of 23 minutes to enter optimal creative state. What we call the flow or to reenter it after distraction like your dog on your office store. So staying in flow is so critical to developer productivity and as a developer, it just feels good to be cranking away at something with deep focus. I certainly know that I love that feeling intuitive collaboration and automation features we built in to get hub help developer, Sam flow, allowing you and your team to do so much more, to bring the benefits of automation into perspective in our annual October's report by Dr. Nicole, Forsgren. One of my buddies here at get hub, took a look at the developer productivity in the stork year. You know what we found? >>We found that public GitHub repositories that use the Automational pull requests, merge those pull requests. 1.2 times faster. And the number of pooled merged pull requests increased by 1.3 times, that is 34% more poor requests merged. And other words, automation can con can dramatically increase, but the speed and quantity of work completed in any role, just like an open source development, you'll work more efficiently with greater impact when you invest the bulk of your time in the work that adds the most value and eliminate or outsource the rest because you don't need to do it, make the machines by elaborate by leveraging automation in their workflows teams, minimize manual work and reclaim that time for innovation and maintain that state of flow with development and collaboration. More importantly, their work is more enjoyable because they're not wasting the time doing the things that the machines or robots can do for them. >>And I remember what I said at the beginning. Many of us want to be efficient, heck even lazy. So why would I spend my time doing something I can automate? Now you can read more about this research behind the art behind this at October set, get hub.com, which also includes a lot of other cool info about the open source ecosystem and how it's evolving. Speaking of the open source ecosystem we at get hub are so honored to be the home of more than 65 million developers who build software together for everywhere across the globe. Today, we're seeing software development taking shape as the world's largest team sport, where development teams collaborate, build and ship products. It's no longer a solo effort like it was for me. You don't have to take my word for it. Check out this globe. This globe shows real data. Every speck of light you see here represents a contribution to an open source project, somewhere on earth. >>These arts reach across continents, cultures, and other divides. It's distributed collaboration at its finest. 20 years ago, we had no concept of dev ops, SecOps and lots, or the new ops that are going to be happening. But today's development and ops teams are connected like ever before. This is only going to continue to evolve at a rapid pace, especially as we continue to empower the next hundred million developers, automation helps us focus on what's important and to greatly accelerate innovation. Just this past year, we saw some of the most groundbreaking technological advancements and achievements I'll say ever, including critical COVID-19 vaccine trials, as well as the first power flight on Mars. This past month, these breakthroughs were only possible because of the interconnected collaborative open source communities on get hub and the amazing tools and workflows that empower us all to create and innovate. Let's continue building, integrating, and automating. So we collectively can give developers the experience. They deserve all of the automation and beautiful eye UIs that we can muster so they can continue to build the things that truly do change the world. Thank you again for having me today, Dr. Khan, it has been a pleasure to be here with all you nerds. >>Hello. I'm Justin. Komack lovely to see you here. Talking to developers, their world is getting much more complex. Developers are being asked to do everything security ops on goal data analysis, all being put on the rockers. Software's eating the world. Of course, and this all make sense in that view, but they need help. One team. I told you it's shifted all our.net apps to run on Linux from windows, but their developers found the complexity of Docker files based on the Linux shell scripts really difficult has helped make these things easier for your teams. Your ones collaborate more in a virtual world, but you've asked us to make this simpler and more lightweight. You, the developers have asked for a paved road experience. You want things to just work with a simple options to be there, but it's not just the paved road. You also want to be able to go off-road and do interesting and different things. >>Use different components, experiments, innovate as well. We'll always offer you both those choices at different times. Different developers want different things. It may shift for ones the other paved road or off road. Sometimes you want reliability, dependability in the zone for day to day work, but sometimes you have to do something new, incorporate new things in your pipeline, build applications for new places. Then you knew those off-road abilities too. So you can really get under the hood and go and build something weird and wonderful and amazing. That gives you new options. Talk as an independent choice. We don't own the roads. We're not pushing you into any technology choices because we own them. We're really supporting and driving open standards, such as ISEI working opensource with the CNCF. We want to help you get your applications from your laptops, the clouds, and beyond, even into space. >>Let's talk about the key focus areas, that frame, what DACA is doing going forward. These are simplicity, sharing, flexibility, trusted content and care supply chain compared to building where the underlying kernel primitives like namespaces and Seagraves the original Docker CLI was just amazing Docker engine. It's a magical experience for everyone. It really brought those innovations and put them in a world where anyone would use that, but that's not enough. We need to continue to innovate. And it was trying to get more done faster all the time. And there's a lot more we can do. We're here to take complexity away from deeply complicated underlying things and give developers tools that are just amazing and magical. One of the area we haven't done enough and make things magical enough that we're really planning around now is that, you know, Docker images, uh, they're the key parts of your application, but you know, how do I do something with an image? How do I, where do I attach volumes with this image? What's the API. Whereas the SDK for this image, how do I find an example or docs in an API driven world? Every bit of software should have an API and an API description. And our vision is that every container should have this API description and the ability for you to understand how to use it. And it's all a seamless thing from, you know, from your code to the cloud local and remote, you can, you can use containers in this amazing and exciting way. >>One thing I really noticed in the last year is that companies that started off remote fast have constant collaboration. They have zoom calls, apron all day terminals, shattering that always working together. Other teams are really trying to learn how to do this style because they didn't start like that. We used to walk around to other people's desks or share services on the local office network. And it's very difficult to do that anymore. You want sharing to be really simple, lightweight, and informal. Let me try your container or just maybe let's collaborate on this together. Um, you know, fast collaboration on the analysts, fast iteration, fast working together, and he wants to share more. You want to share how to develop environments, not just an image. And we all work by seeing something someone else in our team is doing saying, how can I do that too? I can, I want to make that sharing really, really easy. Ben's going to talk about this more in the interest of one minute. >>We know how you're excited by apple. Silicon and gravis are not excited because there's a new architecture, but excited because it's faster, cooler, cheaper, better, and offers new possibilities. The M one support was the most asked for thing on our public roadmap, EFA, and we listened and share that we see really exciting possibilities, usership arm applications, all the way from desktop to production. We know that you all use different clouds and different bases have deployed to, um, you know, we work with AWS and Azure and Google and more, um, and we want to help you ship on prime as well. And we know that you use huge number of languages and the containers help build applications that use different languages for different parts of the application or for different applications, right? You can choose the best tool. You have JavaScript hat or everywhere go. And re-ask Python for data and ML, perhaps getting excited about WebAssembly after hearing about a cube con, you know, there's all sorts of things. >>So we need to make that as easier. We've been running the whole month of Python on the blog, and we're doing a month of JavaScript because we had one specific support about how do I best put this language into production of that language into production. That detail is important for you. GPS have been difficult to use. We've added GPS suppose in desktop for windows, but we know there's a lot more to do to make the, how multi architecture, multi hardware, multi accelerator world work better and also securely. Um, so there's a lot more work to do to support you in all these things you want to do. >>How do we start building a tenor has applications, but it turns out we're using existing images as components. I couldn't assist survey earlier this year, almost half of container image usage was public images rather than private images. And this is growing rapidly. Almost all software has open source components and maybe 85% of the average application is open source code. And what you're doing is taking whole container images as modules in your application. And this was always the model with Docker compose. And it's a model that you're already et cetera, writing you trust Docker, official images. We know that they might go to 25% of poles on Docker hub and Docker hub provides you the widest choice and the best support that trusted content. We're talking to people about how to make this more helpful. We know, for example, that winter 69 four is just showing us as support, but the image doesn't yet tell you that we're working with canonical to improve messaging from specific images about left lifecycle and support. >>We know that you need more images, regularly updated free of vulnerabilities, easy to use and discover, and Donnie and Marie neuro, going to talk about that more this last year, the solar winds attack has been in the, in the news. A lot, the software you're using and trusting could be compromised and might be all over your organization. We need to reduce the risk of using vital open-source components. We're seeing more software supply chain attacks being targeted as the supply chain, because it's often an easier place to attack and production software. We need to be able to use this external code safely. We need to, everyone needs to start from trusted sources like photography images. They need to scan for known vulnerabilities using Docker scan that we built in partnership with sneak and lost DockerCon last year, we need just keep updating base images and dependencies, and we'll, we're going to help you have the control and understanding about your images that you need to do this. >>And there's more, we're also working on the nursery V2 project in the CNCF to revamp container signings, or you can tell way or software comes from we're working on tooling to make updates easier, and to help you understand and manage all the principals carrier you're using security is a growing concern for all of us. It's really important. And we're going to help you work with security. We can't achieve all our dreams, whether that's space travel or amazing developer products ever see without deep partnerships with our community to cloud is RA and the cloud providers aware most of you ship your occasion production and simple routes that take your work and deploy it easily. Reliably and securely are really important. Just get into production simply and easily and securely. And we've done a bunch of work on that. And, um, but we know there's more to do. >>The CNCF on the open source cloud native community are an amazing ecosystem of creators and lovely people creating an amazing strong community and supporting a huge amount of innovation has its roots in the container ecosystem and his dreams beyond that much of the innovation is focused around operate experience so far, but developer experience is really a growing concern in that community as well. And we're really excited to work on that. We also uses appraiser tool. Then we know you do, and we know that you want it to be easier to use in your environment. We just shifted Docker hub to work on, um, Kubernetes fully. And, um, we're also using many of the other projects are Argo from atheists. We're spending a lot of time working with Microsoft, Amazon right now on getting natural UV to ready to ship in the next few. That's a really detailed piece of collaboration we've been working on for a long term. Long time is really important for our community as the scarcity of the container containers and, um, getting content for you, working together makes us stronger. Our community is made up of all of you have. Um, it's always amazing to be reminded of that as a huge open source community that we already proud to work with. It's an amazing amount of innovation that you're all creating and where perhaps it, what with you and share with you as well. Thank you very much. And thank you for being here. >>Really excited to talk to you today and share more about what Docker is doing to help make you faster, make your team faster and turn your application delivery into something that makes you a 10 X team. What we're hearing from you, the developers using Docker everyday fits across three common themes that we hear consistently over and over. We hear that your time is super important. It's critical, and you want to move faster. You want your tools to get out of your way, and instead to enable you to accelerate and focus on the things you want to be doing. And part of that is that finding great content, great application components that you can incorporate into your apps to move faster is really hard. It's hard to discover. It's hard to find high quality content that you can trust that, you know, passes your test and your configuration needs. >>And it's hard to create good content as well. And you're looking for more safety, more guardrails to help guide you along that way so that you can focus on creating value for your company. Secondly, you're telling us that it's a really far to collaborate effectively with your team and you want to do more, to work more effectively together to help your tools become more and more seamless to help you stay in sync, both with yourself across all of your development environments, as well as with your teammates so that you can more effectively collaborate together. Review each other's work, maintain things and keep them in sync. And finally, you want your applications to run consistently in every single environment, whether that's your local development environment, a cloud-based development environment, your CGI pipeline, or the cloud for production, and you want that micro service to provide that consistent experience everywhere you go so that you have similar tools, similar environments, and you don't need to worry about things getting in your way, but instead things make it easy for you to focus on what you wanna do and what Docker is doing to help solve all of these problems for you and your colleagues is creating a collaborative app dev platform. >>And this collaborative application development platform consists of multiple different pieces. I'm not going to walk through all of them today, but the overall view is that we're providing all the tooling you need from the development environment, to the container images, to the collaboration services, to the pipelines and integrations that enable you to focus on making your applications amazing and changing the world. If we start zooming on a one of those aspects, collaboration we hear from developers regularly is that they're challenged in synchronizing their own setups across environments. They want to be able to duplicate the setup of their teammates. Look, then they can easily get up and running with the same applications, the same tooling, the same version of the same libraries, the same frameworks. And they want to know if their applications are good before they're ready to share them in an official space. >>They want to collaborate on things before they're done, rather than feeling like they have to officially published something before they can effectively share it with others to work on it, to solve this. We're thrilled today to announce Docker, dev environments, Docker, dev environments, transform how your team collaborates. They make creating, sharing standardized development environments. As simple as a Docker poll, they make it easy to review your colleagues work without affecting your own work. And they increase the reproducibility of your own work and decreased production issues in doing so because you've got consistent environments all the way through. Now, I'm going to pass it off to our principal product manager, Ben Gotch to walk you through more detail on Docker dev environments. >>Hi, I'm Ben. I work as a principal program manager at DACA. One of the areas that doc has been looking at to see what's hard today for developers is sharing changes that you make from the inner loop where the inner loop is a better development, where you write code, test it, build it, run it, and ultimately get feedback on those changes before you merge them and try and actually ship them out to production. Most amount of us build this flow and get there still leaves a lot of challenges. People need to jump between branches to look at each other's work. Independence. Dependencies can be different when you're doing that and doing this in this new hybrid wall of work. Isn't any easier either the ability to just save someone, Hey, come and check this out. It's become much harder. People can't come and sit down at your desk or take your laptop away for 10 minutes to just grab and look at what you're doing. >>A lot of the reason that development is hard when you're remote, is that looking at changes and what's going on requires more than just code requires all the dependencies and everything you've got set up and that complete context of your development environment, to understand what you're doing and solving this in a remote first world is hard. We wanted to look at how we could make this better. Let's do that in a way that let you keep working the way you do today. Didn't want you to have to use a browser. We didn't want you to have to use a new idea. And we wanted to do this in a way that was application centric. We wanted to let you work with all the rest of the application already using C for all the services and all those dependencies you need as part of that. And with that, we're excited to talk more about docket developer environments, dev environments are new part of the Docker experience that makes it easier you to get started with your whole inner leap, working inside a container, then able to share and collaborate more than just the code. >>We want it to enable you to share your whole modern development environment, your whole setup from DACA, with your team on any operating system, we'll be launching a limited beta of dev environments in the coming month. And a GA dev environments will be ID agnostic and supporting composts. This means you'll be able to use an extend your existing composed files to create your own development environment in whatever idea, working in dev environments designed to be local. First, they work with Docker desktop and say your existing ID, and let you share that whole inner loop, that whole development context, all of your teammates in just one collect. This means if you want to get feedback on the working progress change or the PR it's as simple as opening another idea instance, and looking at what your team is working on because we're using compose. You can just extend your existing oppose file when you're already working with, to actually create this whole application and have it all working in the context of the rest of the services. >>So it's actually the whole environment you're working with module one service that doesn't really understand what it's doing alone. And with that, let's jump into a quick demo. So you can see here, two dev environments up and running. First one here is the same container dev environment. So if I want to go into that, let's see what's going on in the various code button here. If that one open, I can get straight into my application to start making changes inside that dev container. And I've got all my dependencies in here, so I can just run that straight in that second application I have here is one that's opened up in compose, and I can see that I've also got my backend, my front end and my database. So I've got all my services running here. So if I want, I can open one or more of these in a dev environment, meaning that that container has the context that dev environment has the context of the whole application. >>So I can get back into and connect to all the other services that I need to test this application properly, all of them, one unit. And then when I've made my changes and I'm ready to share, I can hit my share button type in the refund them on to share that too. And then give that image to someone to get going, pick that up and just start working with that code and all my dependencies, simple as putting an image, looking ahead, we're going to be expanding development environments, more of your dependencies for the whole developer worst space. We want to look at backing up and letting you share your volumes to make data science and database setups more repeatable and going. I'm still all of this under a single workspace for your team containing images, your dev environments, your volumes, and more we've really want to allow you to create a fully portable Linux development environment. >>So everyone you're working with on any operating system, as I said, our MVP we're coming next month. And that was for vs code using their dev container primitive and more support for other ideas. We'll follow to find out more about what's happening and what's coming up next in the future of this. And to actually get a bit of a deeper dive in the experience. Can we check out the talk I'm doing with Georgie and girl later on today? Thank you, Ben, amazing story about how Docker is helping to make developer teams more collaborative. Now I'd like to talk more about applications while the dev environment is like the workbench around what you're building. The application itself has all the different components, libraries, and frameworks, and other code that make up the application itself. And we hear developers saying all the time things like, how do they know if their images are good? >>How do they know if they're secure? How do they know if they're minimal? How do they make great images and great Docker files and how do they keep their images secure? And up-to-date on every one of those ties into how do I create more trust? How do I know that I'm building high quality applications to enable you to do this even more effectively than today? We are pleased to announce the DACA verified polisher program. This broadens trusted content by extending beyond Docker official images, to give you more and more trusted building blocks that you can incorporate into your applications. It gives you confidence that you're getting what you expect because Docker verifies every single one of these publishers to make sure they are who they say they are. This improves our secure supply chain story. And finally it simplifies your discovery of the best building blocks by making it easy for you to find things that you know, you can trust so that you can incorporate them into your applications and move on and on the right. You can see some examples of the publishers that are involved in Docker, official images and our Docker verified publisher program. Now I'm pleased to introduce you to marina. Kubicki our senior product manager who will walk you through more about what we're doing to create a better experience for you around trust. >>Thank you, Dani, >>Mario Andretti, who is a famous Italian sports car driver. One said that if everything feels under control, you're just not driving. You're not driving fast enough. Maya Andretti is not a software developer and a software developers. We know that no matter how fast we need to go in order to drive the innovation that we're working on, we can never allow our applications to spin out of control and a Docker. As we continue talking to our, to the developers, what we're realizing is that in order to reach that speed, the developers are the, the, the development community is looking for the building blocks and the tools that will, they will enable them to drive at the speed that they need to go and have the trust in those building blocks. And in those tools that they will be able to maintain control over their applications. So as we think about some of the things that we can do to, to address those concerns, uh, we're realizing that we can pursue them in a number of different venues, including creating reliable content, including creating partnerships that expands the options for the reliable content. >>Um, in order to, in a we're looking at creating integrations, no link security tools, talk about the reliable content. The first thing that comes to mind are the Docker official images, which is a program that we launched several years ago. And this is a set of curated, actively maintained, open source images that, uh, include, uh, operating systems and databases and programming languages. And it would become immensely popular for, for, for creating the base layers of, of the images of, of the different images, images, and applications. And would we realizing that, uh, many developers are, instead of creating something from scratch, basically start with one of the official images for their basis, and then build on top of that. And this program has become so popular that it now makes up a quarter of all of the, uh, Docker poles, which essentially ends up being several billion pulse every single month. >>As we look beyond what we can do for the open source. Uh, we're very ability on the open source, uh, spectrum. We are very excited to announce that we're launching the Docker verified publishers program, which is continuing providing the trust around the content, but now working with, uh, some of the industry leaders, uh, in multiple, in multiple verticals across the entire technology technical spec, it costs entire, uh, high tech in order to provide you with more options of the images that you can use for building your applications. And it still comes back to trust that when you are searching for content in Docker hub, and you see the verified publisher badge, you know, that this is, this is the content that, that is part of the, that comes from one of our partners. And you're not running the risk of pulling the malicious image from an employee master source. >>As we look beyond what we can do for, for providing the reliable content, we're also looking at some of the tools and the infrastructure that we can do, uh, to create a security around the content that you're creating. So last year at the last ad, the last year's DockerCon, we announced partnership with sneak. And later on last year, we launched our DACA, desktop and Docker hub vulnerability scans that allow you the options of writing scans in them along multiple points in your dev cycle. And in addition to providing you with information on the vulnerability on, on the vulnerabilities, in, in your code, uh, it also provides you with a guidance on how to re remediate those vulnerabilities. But as we look beyond the vulnerability scans, we're also looking at some of the other things that we can do, you know, to, to, to, uh, further ensure that the integrity and the security around your images, your images, and with that, uh, later on this year, we're looking to, uh, launch the scope, personal access tokens, and instead of talking about them, I will simply show you what they look like. >>So if you can see here, this is my page in Docker hub, where I've created a four, uh, tokens, uh, read-write delete, read, write, read only in public read in public creeper read only. So, uh, earlier today I went in and I, I logged in, uh, with my read only token. And when you see, when I'm going to pull an image, it's going to allow me to pull an image, not a problem success. And then when I do the next step, I'm going to ask to push an image into the same repo. Uh, would you see is that it's going to give me an error message saying that they access is denied, uh, because there is an additional authentication required. So these are the things that we're looking to add to our roadmap. As we continue thinking about the things that we can do to provide, um, to provide additional building blocks, content, building blocks, uh, and, and, and tools to build the trust so that our DACA developer and skinned code faster than Mario Andretti could ever imagine. Uh, thank you to >>Thank you, marina. It's amazing what you can do to improve the trusted content so that you can accelerate your development more and move more quickly, move more collaboratively and build upon the great work of others. Finally, we hear over and over as that developers are working on their applications that they're looking for, environments that are consistent, that are the same as production, and that they want their applications to really run anywhere, any environment, any architecture, any cloud one great example is the recent announcement of apple Silicon. We heard from developers on uproar that they needed Docker to be available for that architecture before they could add those to it and be successful. And we listened. And based on that, we are pleased to share with you Docker, desktop on apple Silicon. This enables you to run your apps consistently anywhere, whether that's developing on your team's latest dev hardware, deploying an ARM-based cloud environments and having a consistent architecture across your development and production or using multi-year architecture support, which enables your whole team to collaborate on its application, using private repositories on Docker hub, and thrilled to introduce you to Hughie cower, senior director for product management, who will walk you through more of what we're doing to create a great developer experience. >>Senior director of product management at Docker. And I'd like to jump straight into a demo. This is the Mac mini with the apple Silicon processor. And I want to show you how you can now do an end-to-end arm workflow from my M one Mac mini to raspberry PI. As you can see, we have vs code and Docker desktop installed on a, my, the Mac mini. I have a small example here, and I have a raspberry PI three with an led strip, and I want to turn those LEDs into a moving rainbow. This Dockerfile here, builds the application. We build the image with the Docker, build X command to make the image compatible for all raspberry pies with the arm. 64. Part of this build is built with the native power of the M one chip. I also add the push option to easily share the image with my team so they can give it a try to now Dr. >>Creates the local image with the application and uploads it to Docker hub after we've built and pushed the image. We can go to Docker hub and see the new image on Docker hub. You can also explore a variety of images that are compatible with arm processors. Now let's go to the raspberry PI. I have Docker already installed and it's running Ubuntu 64 bit with the Docker run command. I can run the application and let's see what will happen from there. You can see Docker is downloading the image automatically from Docker hub and when it's running, if it's works right, there are some nice colors. And with that, if we have an end-to-end workflow for arm, where continuing to invest into providing you a great developer experience, that's easy to install. Easy to get started with. As you saw in the demo, if you're interested in the new Mac, mini are interested in developing for our platforms in general, we've got you covered with the same experience you've come to expect from Docker with over 95,000 arm images on hub, including many Docker official images. >>We think you'll find what you're looking for. Thank you again to the community that helped us to test the tech previews. We're so delighted to hear when folks say that the new Docker desktop for apple Silicon, it just works for them, but that's not all we've been working on. As Dani mentioned, consistency of developer experience across environments is so important. We're introducing composed V2 that makes compose a first-class citizen in the Docker CLI you no longer need to install a separate composed biter in order to use composed, deploying to production is simpler than ever with the new compose integration that enables you to deploy directly to Amazon ECS or Azure ACI with the same methods you use to run your application locally. If you're interested in running slightly different services, when you're debugging versus testing or, um, just general development, you can manage that all in one place with the new composed service to hear more about what's new and Docker desktop, please join me in the three 15 breakout session this afternoon. >>And now I'd love to tell you a bit more about bill decks and convince you to try it. If you haven't already it's our next gen build command, and it's no longer experimental as shown in the demo with built X, you'll be able to do multi architecture builds, share those builds with your team and the community on Docker hub. With build X, you can speed up your build processes with remote caches or build all the targets in your composed file in parallel with build X bake. And there's so much more if you're using Docker, desktop or Docker, CE you can use build X checkout tonus is talk this afternoon at three 45 to learn more about build X. And with that, I hope everyone has a great Dr. Khan and back over to you, Donnie. >>Thank you UA. It's amazing to hear about what we're doing to create a better developer experience and make sure that Docker works everywhere you need to work. Finally, I'd like to wrap up by showing you everything that we've announced today and everything that we've done recently to make your lives better and give you more and more for the single price of your Docker subscription. We've announced the Docker verified publisher program we've announced scoped personal access tokens to make it easier for you to have a secure CCI pipeline. We've announced Docker dev environments to improve your collaboration with your team. Uh, we shared with you Docker, desktop and apple Silicon, to make sure that, you know, Docker runs everywhere. You need it to run. And we've announced Docker compose version two, finally making it a first-class citizen amongst all the other great Docker tools. And we've done so much more recently as well from audit logs to advanced image management, to compose service profiles, to improve where you can run Docker more easily. >>Finally, as we look forward, where we're headed in the upcoming year is continuing to invest in these themes of helping you build, share, and run modern apps more effectively. We're going to be doing more to help you create a secure supply chain with which only grows more and more important as time goes on. We're going to be optimizing your update experience to make sure that you can easily understand the current state of your application, all its components and keep them all current without worrying about breaking everything as you're doing. So we're going to make it easier for you to synchronize your work. Using cloud sync features. We're going to improve collaboration through dev environments and beyond, and we're going to do make it easy for you to run your microservice in your environments without worrying about things like architecture or differences between those environments. Thank you so much. I'm thrilled about what we're able to do to help make your lives better. And now you're going to be hearing from one of our customers about what they're doing to launch their business with Docker >>I'm Matt Falk, I'm the head of engineering and orbital insight. And today I want to talk to you a little bit about data from space. So who am I like many of you, I'm a software developer and a software developer about seven companies so far, and now I'm a head of engineering. So I spend most of my time doing meetings, but occasionally I'll still spend time doing design discussions, doing code reviews. And in my free time, I still like to dabble on things like project oiler. So who's Oberlin site. What do we do? Portal insight is a large data supplier and analytics provider where we take data geospatial data anywhere on the planet, any overhead sensor, and translate that into insights for the end customer. So specifically we have a suite of high performance, artificial intelligence and machine learning analytics that run on this geospatial data. >>And we build them to specifically determine natural and human service level activity anywhere on the planet. What that really means is we take any type of data associated with a latitude and longitude and we identify patterns so that we can, so we can detect anomalies. And that's everything that we do is all about identifying those patterns to detect anomalies. So more specifically, what type of problems do we solve? So supply chain intelligence, this is one of the use cases that we we'd like to talk about a lot. It's one of our main primary verticals that we go after right now. And as Scott mentioned earlier, this had a huge impact last year when COVID hit. So specifically supply chain intelligence is all about identifying movement patterns to and from operating facilities to identify changes in those supply chains. How do we do this? So for us, we can do things where we track the movement of trucks. >>So identifying trucks, moving from one location to another in aggregate, same thing we can do with foot traffic. We can do the same thing for looking at aggregate groups of people moving from one location to another and analyzing their patterns of life. We can look at two different locations to determine how people are moving from one location to another, or going back and forth. All of this is extremely valuable for detecting how a supply chain operates and then identifying the changes to that supply chain. As I said last year with COVID, everything changed in particular supply chains changed incredibly, and it was hugely important for customers to know where their goods or their products are coming from and where they were going, where there were disruptions in their supply chain and how that's affecting their overall supply and demand. So to use our platform, our suite of tools, you can start to gain a much better picture of where your suppliers or your distributors are going from coming from or going to. >>So what's our team look like? So my team is currently about 50 engineers. Um, we're spread into four different teams and the teams are structured like this. So the first team that we have is infrastructure engineering and this team largely deals with deploying our Dockers using Kubernetes. So this team is all about taking Dockers, built by other teams, sometimes building the Dockers themselves and putting them into our production system, our platform engineering team, they produce these microservices. So they produce microservice, Docker images. They develop and test with them locally. Their entire environments are dockerized. They produce these doctors, hand them over to him for infrastructure engineering to be deployed. Similarly, our product engineering team does the same thing. They develop and test with Dr. Locally. They also produce a suite of Docker images that the infrastructure team can then deploy. And lastly, we have our R and D team, and this team specifically produces machine learning algorithms using Nvidia Docker collectively, we've actually built 381 Docker repositories and 14 million. >>We've had 14 million Docker pools over the lifetime of the company, just a few stats about us. Um, but what I'm really getting to here is you can see actually doctors becoming almost a form of communication between these teams. So one of the paradigms in software engineering that you're probably familiar with encapsulation, it's really helpful for a lot of software engineering problems to break the problem down, isolate the different pieces of it and start building interfaces between the code. This allows you to scale different pieces of the platform or different pieces of your code in different ways that allows you to scale up certain pieces and keep others at a smaller level so that you can meet customer demands. And for us, one of the things that we can largely do now is use Dockers as that interface. So instead of having an entire platform where all teams are talking to each other, and everything's kind of, mishmashed in a monolithic application, we can now say this team is only able to talk to this team by passing over a particular Docker image that defines the interface of what needs to be built before it passes to the team and really allows us to scalp our development and be much more efficient. >>Also, I'd like to say we are hiring. Um, so we have a number of open roles. We have about 30 open roles in our engineering team that we're looking to fill by the end of this year. So if any of this sounds really interesting to you, please reach out after the presentation. >>So what does our platform do? Really? Our platform allows you to answer any geospatial question, and we do this at three different inputs. So first off, where do you want to look? So we did this as what we call an AOI or an area of interest larger. You can think of this as a polygon drawn on the map. So we have a curated data set of almost 4 million AOIs, which you can go and you can search and use for your analysis, but you're also free to build your own. Second question is what you want to look for. We do this with the more interesting part of our platform of our machine learning and AI capabilities. So we have a suite of algorithms that automatically allow you to identify trucks, buildings, hundreds of different types of aircraft, different types of land use, how many people are moving from one location to another different locations that people in a particular area are moving to or coming from all of these different analyses or all these different analytics are available at the click of a button, and then determine what you want to look for. >>Lastly, you determine when you want to find what you're looking for. So that's just, uh, you know, do you want to look for the next three hours? Do you want to look for the last week? Do you want to look every month for the past two, whatever the time cadence is, you decide that you hit go and out pops a time series, and that time series tells you specifically where you want it to look what you want it to look for and how many, or what percentage of the thing you're looking for appears in that area. Again, we do all of this to work towards patterns. So we use all this data to produce a time series from there. We can look at it, determine the patterns, and then specifically identify the anomalies. As I mentioned with supply chain, this is extremely valuable to identify where things change. So we can answer these questions, looking at a particular operating facility, looking at particular, what is happening with the level of activity is at that operating facility where people are coming from, where they're going to, after visiting that particular facility and identify when and where that changes here, you can just see it's a picture of our platform. It's actually showing all the devices in Manhattan, um, over a period of time. And it's more of a heat map view. So you can actually see the hotspots in the area. >>So really the, and this is the heart of the talk, but what happened in 2020? So for men, you know, like many of you, 2020 was a difficult year COVID hit. And that changed a lot of what we're doing, not from an engineering perspective, but also from an entire company perspective for us, the motivation really became to make sure that we were lowering our costs and increasing innovation simultaneously. Now those two things often compete with each other. A lot of times you want to increase innovation, that's going to increase your costs, but the challenge last year was how to do both simultaneously. So here's a few stats for you from our team. In Q1 of last year, we were spending almost $600,000 per month on compute costs prior to COVID happening. That wasn't hugely a concern for us. It was a lot of money, but it wasn't as critical as it was last year when we really needed to be much more efficient. >>Second one is flexibility for us. We were deployed on a single cloud environment while we were cloud thought ready, and that was great. We want it to be more flexible. We want it to be on more cloud environments so that we could reach more customers. And also eventually get onto class side networks, extending the base of our customers as well from a custom analytics perspective. This is where we get into our traction. So last year, over the entire year, we computed 54,000 custom analytics for different users. We wanted to make sure that this number was steadily increasing despite us trying to lower our costs. So we didn't want the lowering cost to come as the sacrifice of our user base. Lastly, of particular percentage here that I'll say definitely needs to be improved is 75% of our projects never fail. So this is where we start to get into a bit of stability of our platform. >>Now I'm not saying that 25% of our projects fail the way we measure this is if you have a particular project or computation that runs every day and any one of those runs sale account, that is a failure because from an end-user perspective, that's an issue. So this is something that we know we needed to improve on and we needed to grow and make our platform more stable. I'm going to something that we really focused on last year. So where are we now? So now coming out of the COVID valley, we are starting to soar again. Um, we had, uh, back in April of last year, we had the entire engineering team. We actually paused all development for about four weeks. You had everyone focused on reducing our compute costs in the cloud. We got it down to 200 K over the period of a few months. >>And for the next 12 months, we hit that number every month. This is huge for us. This is extremely important. Like I said, in the COVID time period where costs and operating efficiency was everything. So for us to do that, that was a huge accomplishment last year and something we'll keep going forward. One thing I would actually like to really highlight here, two is what allowed us to do that. So first off, being in the cloud, being able to migrate things like that, that was one thing. And we were able to use there's different cloud services in a more particular, in a more efficient way. We had a very detailed tracking of how we were spending things. We increased our data retention policies. We optimized our processing. However, one additional piece was switching to new technologies on, in particular, we migrated to get lab CICB. >>Um, and this is something that the costs we use Docker was extremely, extremely easy. We didn't have to go build new new code containers or repositories or change our code in order to do this. We were simply able to migrate the containers over and start using a new CIC so much. In fact, that we were able to do that migration with three engineers in just two weeks from a cloud environment and flexibility standpoint, we're now operating in two different clouds. We were able to last night, I've over the last nine months to operate in the second cloud environment. And again, this is something that Docker helped with incredibly. Um, we didn't have to go and build all new interfaces to all new, different services or all different tools in the next cloud provider. All we had to do was build a base cloud infrastructure that ups agnostic the way, all the different details of the cloud provider. >>And then our doctors just worked. We can move them to another environment up and running, and our platform was ready to go from a traction perspective. We're about a third of the way through the year. At this point, we've already exceeded the amount of customer analytics we produce last year. And this is thanks to a ton more albums, that whole suite of new analytics that we've been able to build over the past 12 months and we'll continue to build going forward. So this is really, really great outcome for us because we were able to show that our costs are staying down, but our analytics and our customer traction, honestly, from a stability perspective, we improved from 75% to 86%, not quite yet 99 or three nines or four nines, but we are getting there. Um, and this is actually thanks to really containerizing and modularizing different pieces of our platform so that we could scale up in different areas. This allowed us to increase that stability. This piece of the code works over here, toxin an interface to the rest of the system. We can scale this piece up separately from the rest of the system, and that allows us much more easily identify issues in the system, fix those and then correct the system overall. So basically this is a summary of where we were last year, where we are now and how much more successful we are now because of the issues that we went through last year and largely brought on by COVID. >>But that this is just a screenshot of the, our, our solution actually working on supply chain. So this is in particular, it is showing traceability of a distribution warehouse in salt lake city. It's right in the center of the screen here. You can see the nice kind of orange red center. That's a distribution warehouse and all the lines outside of that, all the dots outside of that are showing where people are, where trucks are moving from that location. So this is really helpful for supply chain companies because they can start to identify where their suppliers are, are coming from or where their distributors are going to. So with that, I want to say, thanks again for following along and enjoy the rest of DockerCon.

>> Announcer: From around the globe, It's theCUBE with digital coverage of IBM Think 2021. Brought to you by IBM. >> Welcome back to IBM Think 2021. This is theCUBE's ongoing coverage where we go out to the events, in this case virtually to extract the signal from the noise. Now we're going to talk about one of the deepest customer relationships in the tech business with Piet Bill who is the IBM managing director for American Express. Piet, great to see you. Thanks for coming on. >> Thanks for having me, Dave. >> So as I said, this is one of the deepest vendor-client relationships. I mean, it's more than that. It's just, you're not a vendor. You're a partner, a very deep relationship many many decades, plus executives know each other. There's been some senior executives from American Express, as I recall came over to IBM of course, famously Lou Gerstner. But, talk about the, just give us the overview of the evolution of that partnership. >> Yeah well, as you rightly mentioned, the relationship is long and deep. It's over a hundred years. I mean the original deal was probably around the combine clocks and scales and all that kind of stuff, and it evolved over time. But what it does indeed create is a long, deep, lasting relationship as a fundament for doing business. And yeah, that business has gone through a lot of cycles over the last decade. So as you say, from buying stuff but I would say over time evolving really into a partnership around services, mutual business back and forth, exchanging executives on board level. American Express executives on the board of IBM and vice versa. So yeah, it's a very, very deep long relationship of two iconic companies in Manhattan. >> Yeah, well so it's got to be more than just buying stuff. Obviously, there's a lot of business being transacted, but you've got an intimate, I mean your title has American Express in it. So you've got to intimately understand your client's business. I mean, I guess that's always the case but we're taking it to another level here, aren't we? >> Yeah, yeah, absolutely. I mean, so what you really are often what we do as IBM is really get into the shoes basically of American Express trying to support their business to their clients. So American Express is very focused on small and medium businesses. So, we tap into how can we help the small and medium business as part of the American Express customer set. And how can we help evolve their business models, their technology, their services, to serve their clients better because in the old days, indeed, to your point, it was like, oh we wanted to buy the right stuff. And then we use that to do our thing but that the technology today, the area in which we operate is completely different. If you don't understand the client of American Express, we cannot serve American Express as a company. So it is indeed very important and it is therefore deeper and it requires way more focus on the clients of American Express than in the old days, I would say. >> Well, the pandemic must've been a challenging environment. Of course, I mean, you know people aren't out shopping as much, although people are waiting, they can't wait to get back out. They say, it's going to be like Woodstock here with their American Express cards. But so, maybe talk a little bit about how you worked together during the pandemic. >> Yeah, so well, first of all, like anybody we all work from home, but American Express really, I would say almost re-engaged on what is core in their strategy, is the support to small and medium business. So, American Express started this Stand For Small Initiative led by Steve Squeri himself, about how can we enable the small enterprises in doing business in the COVID period? What do they need? I mean, yeah, they need money, but they also need help. Like how to deal with your financials with your people. Can we use the spare time to do more education? And so IBM was one of the partners that jumped on board immediately to say, okay let us help in that platform, support you when necessary with the platform, but definitely help you in that platform to reach out to the small and medium enterprises, specifically in the New York area And like many other partners, we all got on board. And I think it got another focus again, I mean small and medium business has always been a focus but it's different when so many companies are struggling right now. And so we got on board and I think that is really a very clear partnership expression, I would say. >> How do you measure success with American Express? What are some of the key things that you guys look at? How have you evolved that over time? >> Well, ultimately I would say it's client satisfaction in the end. It sounds like an open door, but it really is. I mean, the real measurement, I mean there's always money measurements back and forth. And you can argue that of course you need to do solid business. There's no discussion there but I would say it's where do we align on the strategic intent from both companies? And let me elaborate a second on that one. If American Express is really transforming its business to become way more, I would say cloud enabled, hybrid technologies enabled. We provide a lot of that material. So we are really working together on trying to leverage each other in building that hybrid platform that will enable that future. And why do you need that? Well, because American Express needs to be dynamic and getting fintechs on board, getting exchanges with new companies are going way faster. It's not the traditional old style anymore where you could go for transformations for years. No, it needs to be on the spot. So we felt our strategies are really well aligned. And I would say the real measurement of success is how can we now make that to the benefit of American Express and on the back of that, we will do good business. So client satisfaction should be the primary one, strategic alignment important, and then of course doing the sound business on the back of that for both sides >> Financial services firms have always been pretty savvy when it comes to applying technology to business. Some of the most demanding customers and more advanced. And so, American Express was likely already on a digital transformation prior to the COVID hitting. At the same time, if he talks about it being accelerated. But, I think what people miss is that it wasn't, well they don't miss it, but to think about it and this way it wasn't planned, it was like forced. And, so you just, you had no choice. You couldn't think about it. You just had to do an act. And so on the one hand, okay, that's good. It was a forcing function. It also served as a Petri dish, but on the other hand, I'm sure a lot of mistakes were made. Now, as we exit the pandemic, we step back and say, okay, wow, we learned a lot. Now we can make a more planful approach and really go deeper and lean in over the next several years. What are your thoughts on that? And how does it relate to what you guys are doing with American Express? >> I think that's a very good point, I agree. It's what you see is that this indeed has forced us in a lot of things. I think the good news is American Express was already enabled for a lot of that new technology. They have invested. They have a lot of very skilled, good people and a very clear strategy and what they were after. This indeed put more pressure on it. I think what you will see happening in the foreseeable future after we get out of all of this, let's say the the urgency to complete the transformation on the cloud and data will become even more crucial. And so the priority will become higher and it will not be just higher because of the techies wanting it to do it, but because the business needs it. So they need it from a risk perspective, they need it from an agility perspective, go to market of new products. They need to really move fast. It's a fast moving market. You get a lot of it. I mean, the competition is there. So to enable that the move to get new technologies in faster is becoming pivotal and crucial. And I think for now, it's more of an almost like a survival statement. We need to get through this bubble of COVID. As soon as that's done, we need to think way more on the structural elements of data and how we enable a hybrid strategy going forward. >> So in the spirit of, you know you need to understand your customer. In this case, American Express and understand their business. And American Express is, I'll make you laugh. Anytime I call American Express, if I have to work out a problem or whatever, and I got to talk to customer service, they always thank me for my loyalty. Because I've been a customer for a long time. Back when probably when Ronald Reagan was president it was my first Amex card. And so they're like, "Oh, thank you, Mr. Vellante. We really appreciate your loyalty." So loyalty is a big thing for American Express with its customers. So what about IBM and American Express? How are you breeding? You know, what's that loyalty factor look like for you guys? >> Yeah, I think it's a very important element. I mean, to your point, I have the same experience. It's a crucial element. The whole, I mean, American express is famous for its loyalty schemes for loyalty as a company. I think loyalty, like the business has evolved. I think the loyalty evolves in the same style. And I would say in the old days, I would say the argument was you need to have the best product. You know, you need to be, and then we'll buy the product. In the current environment, I would argue it's way more about skills. Do we have the right people? Do we have the right technology, strategy kind of stuff? I would say for the future, it's way more about do we have the right trust, commitment, and loyalty of the people that work with us going forward to serve the client needs? And I think that evolution, it's almost like you have an Industrial Revolution. There was an Information Revolution. I think there's more of a Loyalty Revolution coming up where the real differentiating factors is because we can study this and argue this for ages but a lot of parties will deliver a lot of good technology to the market. They will deliver a lot of good people. They will have good price points. So what's the real differentiating factor? It's like, do we really trust these people? And then I think relationship loyalty will really come in play and it will not become in play just between an IBM and an American Express. But I would argue it will come in play in the whole business cycle of American Express to their clients. I mean, if the credit card swipe of your American Express card in a shop fails, it needs to be my problem. If I deliver the service to American Express, it cannot be that, oh, American Express has a problem. And you know what, it's eight o'clock in the evening. Yeah, we have reduced services. No, we never had that. We will never have that. But we need to get even deeper in understanding what the effects are of these business issues. >> Yeah. you're right. The nature of loyalty, I mean, certainly the products have changed. I remember, you used to travel overseas with American Express Travelers Checks. That was a staple of every overseas trip that I ever took. No matter where I was going, whether it was the Asia Pacific or Europe, I had to have that packet. And there were times when one time in particular I had a problem, boom, they were right there. It solved that problem. Now of course, many young people in the audience don't even know what America's Express Travelers Check is. They probably don't know what cash is. Carrying around crypto in their wallet. But, that's an example and that's about trust. I trust that product. I trust that company behind the product. And again, that has to extend to your relationship, doesn't it? >> Absolutely, so the technology that American Express uses, whether they do it themselves, or whether it's provided by partners like IBM. It needs to be seamless because, let's face it. Dave, you will not be interested to know who provides you the security on your credit card. If you have an American Express card, you expect it expect American Express to deliver you the security that you need. And whether American Express delivers that or IBM, you couldn't care less and you shouldn't care less. But what it does require is that, in the old school I would say it was more like, okay, we'll give some services and some products to American Express and guys, good luck! Now, we need to think ahead. And I think that's where the power of IBM comes in whether we really are tuned by industry to the industry issues like compliance, security, stability, services to the end clients, to you. So you need to feel if I cannot explain what I do to American Express in your terms as an end-user of an Amex credit card, you can argue what's the real value at? And definitely if there's like three, four, or five parties playing exactly the same game, it needs to be differentiating. And I think a company like IBM we have differentiating value, but we need to make it very clear. And that's, I think where you see companies like American Express really work together and that's where loyalty and trust really comes into play. >> Last question and we've got to go is, you have American Express in your title. Are other companies jealous? (laughs) We want that too. >> They should. They should be. I must say, we deal with a ton of financial institutions as you know around the globe, including the other credit cards. But yeah, I think when these deep relationships come in place and two, they're so old. So deep, so entrenched, and it really started. There's different dimensions to it. And it's not always that hard-coded anymore. It's the subtlety of really relying on each other. I mean, when something happens in the middle of the night with American Express, all of IBM is on board as of the second. And it's not driven by contracts or by anything. It's by people that have an American Express logo on the forehead and worked for an IBM. >> Yeah, right. That's awesome. Piet, Piet Bill's great story. Thanks so much for coming to theCUBE. It was great to have you. >> Thanks for having me. >> All right. And keep it right there. This is Dave Vellante, ongoing coverage of Think 2021. You're watching theCUBE.

>>from >>around >>The globe. It's the cube with digital coverage of IBM think 2021 brought to you >>by IBM. Welcome back to IBM Think 2021. This is the cubes ongoing coverage where we go out to the events in this case virtually to extract the signal from the noise. Now we're gonna talk about one of the deepest customer relationships in the tech business with Pete Bill, who is the IBM managing director for American Express. Pete, great to see you. Thanks for coming on. >>Thanks for having me Dave. >>So as I said, this is one of the deepest vendor client relationships. I mean, it's more than that because you're not a vendor, your partner, very deep relationship, many, many, you know, decades plus uh, executives know each other. There's been a some senior executives from American Express as I recall, came over to IBM of course, famously Lou Gerstner um, but but talk about the, just give us the overview of the evolution of that partnership. >>Yeah, well, as you rightfully mentioned, uh the relationship is long and deep, its over 100 years. I mean the original deal was probably around the club buying clocks and uh scales and all that kind of stuff and it evolved over time. But what it does indeed create is a long deep lasting relationship as a fundament for doing business and uh yeah that business has gone through a lot of cycles over the last decades, as you say, uh from from buying stuff. But I would say over time evolving really into a partnership around services, mutual business back and forth, exchanging executives on board level american Express executives on the board of IBM and vice versa. So yeah, it's a very very deep long relationship of two iconic companies in in Manhattan. >>Yeah, so it's got to be more than just buying stuff. Obviously there's a lot of business being transacted but you've got to intimate your title has american Express in it. So you've got to intimately understand your client's business. I mean that's I guess that's always the case, but we're taking it to another level here, >>aren't we? Yeah. Yeah, absolutely. I mean, so what you really are after and what we do is IBM is really get into the shoes basically of american Express trying to support their business to their clients. So american Express is very focused on small and medium business. So we tip into how can we help the small and medium businesses part of the american Express custom set and how can we help evolve their business models, that technology their services to serve their clients better because in the old days indeed. To your point it was like, oh we wanted to buy the right stuff and then we use that to do our thing. But that the technology today, the area in which we operate is completely different. If you don't understand the the client of american Express, we cannot serve american express as a company. So it is indeed very important and it is therefore deeper and it requires way more focused on the clients of american express than in the old days I would say. >>Well the pandemic must have been a challenging uh environment. Of course. I mean you know people aren't out shopping as much although you know people are waiting, they can't wait to get back out. They say it's gonna be like Woodstock with the american express cards. But so so maybe talk a little bit about how how you work together during the pandemic. >>Yeah. So well first of all like anybody, we're all work from home. But american express really uh I would say almost reengaged on what is core and the threat that used to support to small and medium business. So american Express started this stand for small initiative led by steve Square himself about how can we enable the small enterprises uh in doing business in the covid period? What do they need? I mean, yeah, they need money, but they also need help like how to deal with your financials with your people. Can we use the spare time to do more education? And so IBM was one of the partners that jumped on board immediately to say, okay, let us help in that platform support you were necessary with the platform but definitely help you in that platform to reach out to the small and medium enterprises uh specifically in the new york area. And like many other partners, we all got on board and I think it got another focus. Again, I mean small and medium business has always been a focus, but it's different when so many companies are struggling right now. And so we get a got on board. And I think that that is really a very clear partnership expression. I would say, >>how do you measure success with with american Express? What are some of the key things that you guys look at? How, how have you evolved that over time? >>Well, ultimately, I would say it's client satisfaction in the end, it sounds like an open door, but it really is. I mean the real the real measurement, I mean there's always money measurements back and forth. You can argue that that is of course you need to do solid business. There's no discussion there, but I would say it's where do we align on the strategic intent from both companies and let me elaborate a second on that one. If american Express is really transforming its business to become way more, I would say uh cloud enabled hybrid technologies enabled. Uh we provide a lot of that material. Uh so we are really working together on trying to leverage each other in building that hybrid platform that will enable that future. And why do you need that? Well, because american Express needs to be dynamic and getting fit, excellent board, getting exchanges with with with with new companies going way faster. It's not a traditional old style anymore where you could go for transformations for years now it needs to be on the spot. Um so we show our strategies are really well aligned and I would say the real measurement of success is how can we now make that to the benefit of american Express? And on the back of that we will do good business. So uh client satisfaction should be the primary one. Strategic alignment important. And then of course doing the sound business on the back of that for both sides, >>financial services firms have always been pretty savvy when it comes to applying technology to business some of the most demanding customers and more advanced. Uh So you know the american express is likely already on a digital transformation prior to the covid hitting at the same time. It talks about it being accelerated. But I think what people miss is that it wasn't well they don't miss it but you know to think about it in this way, it wasn't planned, it was like forced. And so you just you have no choice, you couldn't think about it, you just have to do an act. And so on the one hand, okay, that's good. It was a forcing function. It also served as a Petri just but on the other hand, I'm sure a lot of mistakes were made now as we exit the pandemic step back and say okay wow, we learned a lot now. We can make a more planned full approach and really go deeper and lean in over the next several years. What are your thoughts on that and how does it relate to what you guys are doing with american Express? >>I think that's a very good point. I agree. It's what you see is that uh this indeed has forced us in a lot of things. I mean I think the good news is american Express was already enabled for a lot of that new technology. They have invested, they have a lot of very skilled good people uh a very clear strategy and what they were after this and they put more pressure on it. I think what you will see happening in the foreseeable future after we get out of all of this is that the, let's say the urgency to complete the transformation on cloud and data will become even more crucial. And so the priority will become higher and it will not be just higher because of the Turkish wanting it to do it, but because the business needs it. So uh needed from a risk perspective, they needed, from an agility perspective, go to market of new products. Uh they need to really move fast. It's a fast moving market, you get a lot of the media competition is there? Uh so to enable that the move to get new technologies and faster is becoming pivotal and crucial. And I think for now it's more of almost like a survival statement. We need to get through this bubble of Covid as soon as that's done, we need to think way more on the structural elements of debt and how we enable a hybrid strategy going forward. >>So in the spirit of you need to understand your customer in this case american Express and understand their business. An american express is uh make you laugh anytime I call american Express, you know, if I have to work out a problem or whatever. Uh and I gotta talk to some customer service. They always thank me for my loyalty because I have been a customer for a long time. You know, back when probably when Ronald Reagan was president, it was my first Amex card. And so they're like, oh thank you, Mr Volonte. We we really appreciate your loyalty. So loyalty is a big thing for american Express with its customers. So what about IBM and American Express? How are you breeding, you know, what's that loyalty factor look like for you guys? >>Yeah, I think it's a very important element. I mean to your point, I have the same experience, It's it's a it's a crucial element. Uh the whole, I mean american Express is famous for its loyalty schemes for loyalty as a company. I think loyalty like the business has evolved, I think the loyalty evolves in the same style in I would say in the in the in the old days, I would say the argument was you need to have the best product, you know, you you need to be and then we'll buy the product in the current environment. I would argue that it's way more about skills, Do we have the right people? Do we have the right technology strategy kind of stuff? I would say for the future, it's way more about do we have the right trust, commitment and loyalty of the people that work with us going forward to serve the client needs? And I think that evolution, it's almost like you have an industrial revolution, there was an information resolution. I think there's more of a loyalty revolution coming up where the real differentiating factors is because we can study this and argue this for ages. But a lot of parties will deliver a lot of good technology to the market, they will deliver a lot of good people, they will have good price points. So what's the real differentiating factor? It's like, do we really trust these people? And then I think relationship loyalty will really come and play and it will not become and play just between an IBM and an american express, but I would argue it will come and play in the whole business cycle of american express to their clients. I mean if the credit card swipe of your american express card in a shop fails, It needs to be my problem. If I deliver the service to American express it cannot be that Oh American express has a problem and you know what, it's 8:00 in the evening uh yeah we have reduced services. No we never had that, we will never have that but we need to get even deeper in understanding what the effects are of these business issues. >>Yeah I mean you're right the nature of loyalty, the preservative products have changed. I mean I remember you know I used to travel overseas with american Express traveler's checks that was a staple of every overseas trip that I ever took you no matter where I was going, whether it's asia pacific or or europe, I had to have that packet and I and I had you know, there were times when, when you know one time particularly had a problem film, they were right there to solve the problem. Of course, many young people in the audience don't even know what american express traveler's check is. They probably don't know what cash is carrying around crypto in their wallet. But but but that's an example and that's about trust, trust that product, I trust that company behind the product. Again, that has to extend to your relationship doesn't. >>Absolutely. So the technology that an american Express users, whether they do it themselves or whether it's provided by partners like IBM it needs to be seamless because let's face it, you would not be interested to know who provides you the security on your credit card. If you have an american Express card, you expect expect american Express to deliver your the security that you need and whether american Express delivers that or IBM you couldn't care less and you shouldn't care less. But what it does require is that in the old school I would say it was more like okay we'll give some services and some products to american Express and guys could look now, we need to think ahead and I think that's where the power of IBM comes in where that we really attuned by industry to the industry issues like compliance, security, stability services, um to the inclined to you. So you need to feel if I cannot explain what I do to american express in your terms as an infusion of an express credit card, you can argue what's the real value add. And definitely if there's like 345 parties playing exactly the same game, it needs to be differentiating and I think a company like IBM we have differentiating value but we need to make it very clear and that's I think where you see companies like american Express really work together and that's what loyalty and trust really comes in play. >>Last question when we got to go is you have american expression, your title are other companies jealous >>we >>want that >>to, they should, they should >>be. Uh >>but I I must say, I mean we deal with a ton of financial institutions as you know around the globe including the other credit cards. But yeah, I think where these deep relationship ships commonplace indeed too. I mean they're so old, so deep, so and entrenched and it really start there's different dimensions to it and it's not always that hard coded anymore, it's the subtlety of really relying on each other. I mean when something happens in the middle of the night with american express, all of IBM is on board as of the second and it's not driven by contracts or by anything. It's by people that have an American Express logo on the forehead and work for an IBM. >>Yeah. Right. It's awesome. Pete Pete bills. Great story. Thanks so much for coming to the cube. It's great to have you. >>Thanks for having me. >>All right and keep it right. There is day volonte ongoing coverage of think 2021. You're watching the Cube? Yeah.

>>Good day. And thanks for joining us as we continue our series here on the Coupa, the AWS startup showcase featuring today, big ID and what this is, will Murphy was the vice president of business development and alliances at big idea. Well, good day to you. How are you going today? Thanks John. I'm doing well. I'm glad to be here. That's great. And acute belong to, I might add, so it's nice to have you back. Um, let's first off, let's share the big ID story. Uh, you've been around for just a handful of years accolades coming from every which direction. So obviously, uh, what you're doing, you're doing very well, but for our viewers who might not be too familiar with big ID, just give us a 30,000 foot level of your core competence. Yeah, absolutely. So actually we just had our five-year anniversary for big ID, uh, which we're quite excited about. >>Um, and that five-year comes with some pretty big red marks. We've raised over $200 million for a unicorn now. Um, but where that comes to and how that came about was that, um, we're dealing with, um, longstanding problems with modern data landscape security governance, privacy initiatives, um, and starting in 2016 with the, uh, authorship of GDPR, the European privacy law organizations, how to treat data differently than they did before they couldn't afford to just sit on all this data that was collected for a couple of reasons, right? Uh, one of them being that it's expensive. So you're constantly storing data, whether that's on-prem or in the cloud is we're going to talk about there's expense that you have to pay to secure the data and keep it from being leaked. You have to pay for access control. It's paid for a lot of different things and you're not getting any value out of that. >>And then there's the idea of like the customer trust piece, which is like, if anything happens to that data, um, your reputational, uh, your reputation as a company and the trust you have between your customers and your organization is broken. So big ID. What we did is we decided that there was a foundation that needed to be built. The foundation was data discovery. If you even an organization knows where its data is, whose data it is, where it is, um, and what it is, and also who has access to it, they can start to make actionable decisions based on the data and based on this new data intelligence. So we're trying to help organizations keep up with modern data initiatives and we're empowering organizations to handle their data sensitive, personal regulated. And what's actually quite interesting is we allow organizations to define what's sensitive to them because like people, organizations are all different. >>And so what's sensitive to one organization might not be to another, it goes beyond the wall. And so we're giving organizations that new power and flexibility, and this is what I still find striking is that obviously with this exponential growth of data and machine learning, just bringing billions of inputs, it seems like right. All of a sudden you have this fast reservoir data, is that the companies in large part, um, don't know a lot about the data that they're harvest state and where it is. And so it's not actionable, it's kind of dark data, right. Just out there reciting. >>Um, and so as I understand it, this, this is your focus basically is tell people, Hey, here's your landscape. Uh, here's how you can better put it to action, why it's valuable and we're going to help them protect it. Um, and they're not aware of these things, which I still find a little striking in this day and age, >>And it goes even further. So, you know, when you start to, when you start to reveal the truth and what's going on with data, there's a couple things that some organizations do. Uh, and I think human instincts, some organizations want to bury their head in the sand. I'm like, everything's fine. Uh, which is, as we know, and we've seen the news frequently, not a sustainable approach. Uh, there's the, there's the, like, let's be a, we're overwhelmed. We don't, we don't even know. We don't even know where to start. Then there's the natural reaction, which is okay. We have to centralize and control everything which defeats the purpose of having, um, shared drives and collaboration and, um, geographically disparate workforces, which we've seen particularly over the last year, how important that resiliency within organizations is to be able to work in different areas. And so, um, it really restricts the value that, um, organizations can get from their data, which is important. And it's important in a ton of ways. Um, and for customers that have allowed their, their data to be, to be stored and harvested by these organizations, they're not getting value out of it either. It's just risk. And we've got to move data from the liability side of the balance sheet, um, to the assets out of the balance sheet. And that comes first and foremost with knowledge. >>So everybody's vote cloud, right? Everybody was on prem and also we build a bigger house and build a bigger house, better security, right in front of us, got it, got to grow. And that's where I assume AWS has come in with you. And, and this was a two year partnership that you've been engaged with in AWS. So maybe shine a little light on that, about the partnership that you've created with AWS, and then how you then in turn transition that, to leverage that for the betterment of your >>Customer base. Yeah. So AWS has been a great partner. Um, they are very forward-looking for an organization, as large as they are very forward looking that they can't do everything that their customers need. And it's better for the ecosystem as a whole to enable small companies like us. And we were very small when we started our relationship with them, uh, to, to join their partner organization. So we're an advanced partner. Now we're part of ISV accelerate. So it's a slightly more lead partner organization. Um, and we're there because our customers are there and AWS like us, but we both have a customer obsessed culture. Um, but organizations are embracing the cloud and there's fear of the cloud. There's there really shouldn't be in the, in the way that we thought of it, maybe five or 10 years ago. And that, um, companies like AWS are spending a lot more money on security than most organizations can. >>So like they have huge security teams, they're building massive infrastructure. And then on top of that, companies themselves can do, can use, uh, products like big ID and other products to make themselves more secure, um, from outside threats and from, from inside threats as well. So, um, we are trying to with them approach modern data challenge as well. So even within AWS, if you put all the information in, like, let's say S3 buckets, that doesn't really tell you anything. It's like, you know, I, I make this analogy. Sometimes I live in Manhattan. If I were to collect all the keys of everybody that lived in a 10 block radius around me and put it into a dumpster, uh, and keep doing that, I would theoretically know where all the keys were there in the dumpster. Now, if somebody asked me, I'd like my keys back, uh, I'd have a really hard time giving them that because I've got to sort through, you know, 10,000 people's keys. >>And I don't really know a lot about it, but those key sale a lot, you know, it says, are you in an old building, are you in a new building? You have a bike, do you have a car? Do you have a gym locker? There's all sorts of information. And I think this analogy holds up for data because of the way you store your data is important, but, um, you can gain a lot of theoretically innocuous, but valuable information from the data that's there while not compromising the sensitive data. And as an AWS has been a fabulous partner in this, they've helped us build a AWS security, have integration out of the box. Um, we now work with over 12 different AWS native, uh, applications from anything like S3 Redshift and Sienna, uh, Kinesis, as well as, um, apps built on AWS like snowflake and Databricks that we, that we connect to. >>And AWS, the technical team of department teams have been an enormous part of our success there. We're very proud of joining the marketplace to be where our customers want to buy enterprise software more and more. Um, and that's another area that we're collaborating, uh, in, in, in joint accounts now to bring more value in simplicity to our joint customers. What's your process in terms of your customer and, uh, evaluating their needs because you just talked about earlier, you had different approaches to security. Some people put their head in the sand, right? Some people admit that there's a problem. Some people fully engaged. So I assume there's also different levels of sophistication in terms of whatever you have in place and then what their needs are. So if you would shine a little light on that, you know, where they are in terms of their data landscape and AWS and its tools, but you just touched them on multiple tools you have in your service. >>Now, all that comes together to develop what would be, I guess, a unique program for a company's specific needs. It is. We started talking to the largest enterprise accounts when we were founded and we still have a real proclivity and expertise in that area. So the issues with the large enterprise accounts and the uniqueness there is scale. They have a tremendous amount of data, HR data, financial data, customer data, you name it, right? Like, we'll go. We can, we can go dry mouth talking about how many you're saying data. So many times with, with these large customers, um, freight Ws scale, wasn't an issue. They can store it, they can analyze it. They can do tons. It where we were helping is that we could make that safer. So if you want to perform data analytics, you want to ensure that sensitive data is not being, or that you want to make sure you're not violating local, not national or industry specific regulations. >>Financial services is a great example. There's dozens of regulations at the federal level in the United States and each state has their own regulations. This becomes increasingly complex. So AWS handles this by, by allowing an amazing amount of customization for their customers. They have data centers in the right places. They have experts on, on, uh, vertical, specific issues. Big ID handles this similarly in some ways, but we handle it through ostensive ability. So one of our big things is we have to be able to connect to every everywhere where our customers have data. So we want to build a foundation of like, let's say first let's understand the goals is the goal compliance with the law, which it should be for everybody that should just be like, we need to, we need to comply with the law. Like that's, that's easy. Yeah. Then as the next piece, like, are we dealing with something legacy? >>Was there a breach? Do we need to understand what happened? Are we trying to be forward-looking and understanding? We want to make sure we can lock down our most sensitive data, tier our storage tier, our security tier are our analytics efforts, which also is cost-effective. So you don't have to do, uh, everything everywhere, um, or is the goal a little bit like we needed to get a return on investment faster, and we can't do that without de-risking some of that. So we've taken those lessons from the enterprise where it's exceedingly difficult, uh, to work because of the strict requirements, because the customers expect more. And I think like AWS, we're bringing a down market. Uh, we have some, a new product coming out. Uh, it's exclusive for, uh, AWS now called small ID, which is a cloud native, a smaller version, lighter weight version of our product for customers in the more commercial space in the SMB space where they can start to build a foundation of understanding their data or, um, protection for security for, for, for privacy. >>And, and before I let you go here, what I'd like to hear about is practical application. You know, somebody that, that you've, you know, that you were able to help and assist you evaluated. Cause you've talked about the format here. You've talked about your process and talk about some future, I guess, challenges, opportunities, but, but just to give our viewers an idea of maybe the kind of success you've already had to, uh, give them a perspective on that, this share a couple stories. If you wouldn't mind with some work that you guys did and rolled up your sleeves and, and, uh, created that additional value >>For your customers. Yeah, absolutely. So I'll give a couple examples. I'm going to, I'm going to keep everyone anonymized, uh, as a privacy based company, in many ways, what we, we try to respect colors. Um, but let's talk about different types of sensitive data. So we have customers that, um, intellectual property is their biggest concern. So they, they do care about compliance. They want to comply with all local and national laws where they, where they, their company resides all their offices are, but they were very concerned about sensitive data sprawl around intellectual property. They have a lot of patents. They have a lot of sensitive data that way. So one of the things we did is we were able to provide custom tags and classifications for their sensitive data based on intellectual property. And they could see across their cloud environment, across their on-premise environment across shared drives, et cetera. >>We're sensitive data had sprawl where it had moved, who's having access to it. And they were able to start realigning their storage strategy and their content management strategy, data governance strategy, based on that, and start to, uh, move sensitive data back to certain locations, lock that down on a higher level could create more access control there, um, but also proliferate and, uh, share data that more teams needed access to. Um, and so that's an example of a use case that I don't think we imagined necessarily in 2016 when we were focused on privacy, but we've seen that the value can come from it. Um, so yeah, no, I mean, the other piece is, so we've worked with some of the largest AWS customers in the world. Their concern is how do we even start to scan the Tedder, terabytes and petabytes of data in any reasonable fashion? >>Uh, without it being out of date, if we create this data map, if we prayed this data inventory, uh, it's going to be out of date day one, as soon as we say, it's complete, we've already added more. That's where our scalability fit Sam. We were able to do a full scan of their entire AWS environment and, uh, months, and then keep up with the new data that was going into their AWS environment. This is a, this is huge. This was groundbreaking for them. So our hyper scan capability, uh, that we've wrote, brought out that we rolled out to AWS first, um, was a game changer for them to understand what data they had and where it is who's it is et cetera at a way that they never thought they could keep up with. You know, I I'm, I brought back to the beginning of code when the British government was keeping track of all the COVID cases on spreadsheets and spreadsheet broke. >>Um, it was also out of date, as soon as they entered something else. It was already out of date. They couldn't keep up with them. Like there's better ways to do that. Uh, luckily they think they've moved on from, from that, uh, manual system, but automation using the correct human inputs when necessary, then let, let machine learning, let, uh, big data take care of things that it can, uh, don't waste human hours that are precious and expensive unnecessarily and make better decisions based on that data. You know, you raised a great point too, which I hadn't thought of about the fact is you do your snapshot today and you start evaluating all their needs for today. And by the time you're going to get that done, their needs have now exponentially grown. It's like painting the golden gate bridge, right. You get that year and now you've got to pay it again. I said it got bigger, but anyway, they will. Thanks for the time. We certainly appreciate it. Thanks for joining us here on the sort of showcase and just remind me that if you ever asked for my keys, keep them out of that dumpster to be here.

(upbeat music) >> Well, good day and thank you for joining us as we continue our series here on theCUBE of the AWS Startup Showcase featuring today BigID. And with us is Will Murphy, who's the Vice President of the Business Development and Alliances at BigID. Will, good day to you, how are you doing today? >> Thanks John, I'm doing well. I'm glad to be here. >> Yeah, that's great. And theCUBE alum too, I might add so it's nice to have you back. Let's first off, let's share the BigID story. You've been around for just a handful of years. Accolades coming from every which direction so obviously what you're doing, you're doing very well. But for our viewers who might not be too familiar with BigID, just give us a 30,000 foot level of your core competence. >> Yeah absolutely. So actually we just had our five-year anniversary for BigID, which we're quite excited about. And that five year comes with some pretty big red marks. We've raised over $200 million for a unicorn now. But where that comes to and how that came about was that we're dealing with longstanding problems with modern data landscapes, security governance, privacy initiatives. And starting in 2016 with the authorship of GDPR, the European privacy law organizations had to treat data differently than they did before. They couldn't afford to just sit on all this data that was collected. For a couple reasons, right? One of them being that it's expensive. So you're constantly storing data whether that's on-prem or in the cloud as we're going to talk about. There's expense to that. You have to pay to secure the data and keep it from being leaked, You have to pay for access control, you have to pay for a lot of different things. And you're not getting any value out of that. And then there's the idea of the customer trust piece, which is like if anything happens to that data, your reputation as a company and the trust you have between your customers and your organization is broken. So BigID, what we did is we decided that there was a foundation that needed to be built. The foundation was data discovery. If an organization knows where its data is, whose data it is, where it is, and what it is and also who has access to it, they can start to make actionable decisions based on the data and based on this new data intelligence. So, we're trying to help organizations keep up with modern data initiatives. And we're empowering organizations to handle their data, sensitive, personal regulated. What's actually quite interesting is we allow organizations to define what's sensitive to them because like people, organizations are all different. And so what's sensitive to one organization might not be to another. It goes beyond the wall. And so we're giving organizations that new power and flexibility. >> And this is what I still find striking is that obviously with this exponential growth of data you got machine learning, just bringing billions of inputs. It seems like right now. Also you had this vast reservoir of data. Is that the companies in large part don't know a lot about the data that they're harvesting and where it is, and so it's not actionable. It's kind of dark data, right? Just out there residing. And so as I understand it, this is your focus basically is to tell people, hey here's your landscape, here's how you can better put it to action why it's valuable and we're going to help you protect it. And they're not aware of these things which I still find a little striking in this day and age >> And it goes even further. So you know, when you start to reveal the truth and what's going on with data, there's a couple things that some organizations do. And enter the human instincts. Some organizations want to bury their head in the sand like everything's fine. Which is as we know and we've seen the news frequently not a sustainable approach. There's the like let's be we're overwhelmed. Yeah. We don't even know where to start. Then there's the unnatural reaction, which is okay, we have to centralize and control everything. Which defeats the purpose of having shared drives and collaboration in geographically disparate workforces, which we've seen in particularly over the last year, how important that resiliency within organizations is to be able to work in different areas. And so it really restricts the value that organizations can get from their data, which is important. And it's important in a ton of ways. And for customers that have allowed their data to be stored and harvested by these organizations, like they're not getting value out of it neither. It's just risk. And we've got to move data from the liability side of the balance sheet to the assets side of the balance sheet. And that comes first and foremost with knowledge. >> So everybody's going cloud, right? Used to be, you know, everybody's on prem. And all of a sudden we build a bigger house. And so because you build a bigger house, you need better security, right? Your perimeter's got to grow. And that's where I assume AWS has come in with you. And this is a two year partnership that you've been engaged with in AWS. So maybe shine a little light on that. About the partnership that you've created with AWS and then how you then in turn transition that to leverage that for the benefit of your customer base. >> Yeah. So AWS has been a great partner. They are very forward-looking for an organization as large as they are. Very forward looking that they can't do everything that their customers need. And it's better for the ecosystem as a whole to enable small companies like us, and we were very small when we started our relationship with them, to join their partner organization. So we're an advanced partner now. We're part of ISV Accelerate. So it's a slightly more lead partner organization. And we're there because our customers are there. And AWS like us, we both have a customer obsessed culture. But organizations are embracing the cloud. And there's fear of the cloud, but there really shouldn't be in the way that we thought of it maybe five or 10 years ago. And that companies like AWS are spending a lot more money on security than most organizations can. So like they have huge security teams, they're building massive infrastructure. And then on top of that, companies themselves can can use products like big ID and other products to make themselves more secure from outside threats and from inside threats as well. So we are trying to with them approach modern data challenges well. So even within AWS, if you put all the information in like let's say S3 buckets, it doesn't really tell you anything. It's like, you know, I make this analogy sometimes. I live in Manhattan and if I were to collect all the keys of everybody that lived in a 10 block radius around me and put it into a dumpster and keep doing that, I would theoretically know where all the keys were. They're in the dumpster. Now, if somebody asked me, I'd like my keys back, I'd have a really hard time giving them that. Because I've got to sort through, you know, 10,000 people's keys. And I don't really know a lot about it. But those key say a lot, you know? It says like, are you in an old building? Are you in a new building? Do you have a bike? Do you have a car? Do you have a gym locker? There's all sorts of information. And I think that this analogy holds up for data but ifs of the way you store your data is important. But you can gain a lot of theoretically innocuous but valuable information from the data that's there, while not compromising the sensitive data. And as an AWS has been a fabulous partner in this. They've helped us build a AWS security, have integration out of the box. We now work with over 12 different AWS native applications from anything like S3, Redshift, Athena, Kinesis, as well as apps built on AWS, like Snowflake and Databricks that we connect to. And in AWS, the technical teams, department teams have been an enormous part of our success there. We're very proud to have joined the marketplace, to be where our customers want to buy enterprise software more and more. And that's another area that we're collaborating in joint accounts now to bring more value and simplicity to our joint customers. >> So what's your process in terms of your customer and evaluating their needs? 'Cause you just talked about it earlier that you had different approaches to security. Some people put their head in the sand, right? Some people admit that there's a problem. Some people fully are engaged. So I assume there's also a different level of sophistication in terms of what they already have in place and then what their needs are. So if you were to shine a little light on that, about assessing where they are in terms of their data landscape. And now AWS and its tools, which you just touched on. You know, the multiple tools you have in your service. Now, all that comes together to develop what would be I guess, a unique program for a company's specific needs. >> It is. We started talking to the largest enterprise accounts when we were founded and we still have a real proclivity and expertise in that area. So the issues with the large enterprise accounts and the uniqueness there is scale. They have a tremendous amount of data: HR data financial data, customer data, you name it. Right? Like, we could go dry mouth talking about how many insane data so many times with these large customers. For AWS, scale wasn't an issue. They can store it. They can analyze it. They can do tons with it. Where we were helping is that we could make that safer. So if you want to perform data analytics, you want to ensure that sensitive data is not being part of that. You want to make sure you're not violating local, national or industry specific regulations. Financial services is a great example. There's dozens of regulations at the federal level in United States. And each state has their own regulations. This becomes increasingly complex. So AWS handles this by allowing an amazing amount of customization for their customers. They have data centers in the right places. They have experts on vertical specific issues. BigID handles this similarly in some ways, but we handle it through extensibility. So one of our big things is we have to be able to connect to everywhere where our customers have data. So we want to build a foundation of like let's say first, let's understand the goals. Is the goal compliant with the law? Which it should be for everybody. That should just be like, we need to comply with the law. Like that's easy. Yeah. Then there's the next piece, like are we dealing with something legacy? Was there a breach? Do we need to understand what happened? Are we trying to be forward-looking and understanding? We want to make sure we can lock down our most sensitive data. Tier our storage, tier our security, tier are our analytics efforts which also is cost-effective. So you don't have to do everything everywhere. Or is the goal a little bit like we needed to get our return on investment faster. And we can't do that without de-risking some of that. So we've taken those lessons from the enterprise where it's exceedingly difficult to work because of the strict requirements because the customers expect more. And I think like AWS, we're bringing it down market. We have some new product coming out. It's exclusive for AWS now called SmallID, which is a cloud native. A smaller version, lighter weight version of our product for customers in the more commercial space. In the SMB space where they can start to build a foundation of understanding their data for protection and for security, for privacy. >> Will, and before I let you go here what I'd like to hear about is practical application. You know, somebody that you've, you know, that you were able to help and assist, you evaluated. 'Cause you've talked about the format here. You talked about your process and talked about some future, I guess, challenges, opportunities. But just to give our viewers an idea of maybe the kind of success you've already had. To give them a perspective on that. Just share a couple of stories, if you wouldn't mind. Whether there's some work that you guys did and rolled up your sleeves and created that additional value for your customers. >> Yeah, absolutely. So I'll give a couple examples. I'm going to keep everyone anonymized. As a privacy based company, in many ways, we try to respect-- >> Probably a good idea, right? (Will chuckles) >> But let's talk about different types of sensitive data. So we have customers that intellectual property is their biggest concern. So they do care about compliance. They want to comply with all the local and national laws where their company resides and all their offices are. But they were very concerned about sensitive data sprawl around intellectual property. They have a lot of patents. They have a lot of sensitive data that way. So one of the things we did is we were able to provide custom tags and classifications for their sensitive data based on intellectual property. And they could see across their cloud environment, across their on-premise environment, across shared drives et cetera, where sensitive data had sprawl. Where it had moved, who's having access to it. And they were able to start realigning their storage strategy and their content management strategy, data governance strategy, based on that. And start to move sensitive data back to certain locations, lock that down on a higher level. Could create more access control there, but also proliferate and share data that more teams needed access to. And so that's an example of a use case that I don't think we imagined necessarily in 2016 when we were focused on privacy but we've seen that the value can come from it. Yeah. >> So it's a good... Please, yeah, go ahead. >> No, I mean, the other (mumbles). So we've worked with some of the largest AWS customers in the world. Their concern is how do we even start to scan the Tedder terabytes and petabytes of data in any reasonable fashion without it being out of date. If we create this data map, if we create this data inventory, it's going to be out of date day one. As soon as we say, it's complete, we've already added more. >> John: Right. >> That's where our scalability fits in. We were able to do a full scan of their entire AWS environment in months. And then keep up with the new data that was going into their AWS environment. This is huge. This was groundbreaking for them. So our hyper scan capability that we brought out, that we rolled out to AWS first, was a game changer for them. To understand what data they had, where it is, who's it is et cetera, at a way that they never thought they could keep up with. You know, I brought back to the beginning of code when the British government was keeping track of all the COVID cases on spreadsheets and spreadsheets broke. It was also out of date. As soon as they entered something else it was already out of date. They couldn't keep up with it. Like there's better ways to do that. Luckily they think they've moved on from that manual system. But automation using the correct human inputs when necessary. Then let machine learning, let big data take care of things that it can. Don't waste human hours that are precious and expensive unnecessarily. And make better decisions based on that data. >> Yeah. You raised a great point too which I hadn't thought of about. The fact is, you do your snapshot today and you start evaluating all their needs for today. And by the time you're able to get that done their needs have now exponentially grown. It's like painting the golden gate bridge. Right? You get done and now you got to paint it again, except it got bigger. We added lanes, but anyway. Hey, Will. Thanks for the time. We certainly appreciate it. Thanks for joining us here on the startup showcase. And just remind me that if you ever asked for my keys keep them out of that dumpster. Okay? (Will chuckles) >> Thanks, John. Glad to be here. >> Pleasure. (soft music)

>> Announcer: From around the globe, it's theCUBE with digital coverage of Dell Technologies World Digital Experience, brought to you by Dell Technologies. >> Hello everyone and welcome back to theCUBE's continuing coverage of Dell Tech World 2020. This is Dave Volante and with me is Dennis Hoffman. He's a senior vice president and general manager for telecom systems business at Dell Technologies. Good to see you Dennis. Welcome. >> Thanks Dave. Great to be here. >> So let's talk a little bit about corporate strategy, which is your wheelhouse. I'm curious, has the pandemic at all altered your thinking on Dell strategy? >> Interestingly enough it hasn't. I suppose it would be standard for me to say that, but if anything, it's just given us both a sense of the challenge of what we had to do as a company to keep doing business. But also it's been really illuminating because it's given us a glimpse of the future. And fortunately, I think we've been pretty well prepared for what's happening. >> Well, I think in a way there's a bias inside of Dell because you guys were probably more work from home than the average company and you, in a way, might've been more prepared for this and maybe your thinking was already headed in that direction. What do you think about that? >> No, I think it's a reasonable thesis. The company is very much a work-from-home oriented or mobile in terms of where we work, an overall, I guess, hypothesis that work's something you do, it's not a place. But we also had a portfolio that benefited from the pandemic and an overarching strategy that was really to help our customers transform digitally. And if anything, the pandemic's accelerated all of that. So again, not without its challenges. And I certainly feel for the folks who get an awful lot of their energy from working with people every day because that's what's missing for an awful lot of folks who are doing an awful lot of what you and I are doing here. But otherwise I think we were biased toward it and it worked out pretty well so far. >> Okay. So it hasn't changed your strategy, but I would imagine some of your assumptions have changed. I mean, obviously more people are going to be working from home now, probably at least double. If it was 15 to 20% pre-COVID, it's going to be, let's call it 30, 35, maybe even 40% post-COVID. Maybe it's going to take a while, six, nine months to get there. But I would imagine some of your assumptions have changed. Is that a fair statement? >> Yeah, I think ours and the industries at large. Most companies' business continuity plans really centered around natural disasters. In most of those plans, 30% of the population working remotely was the high watermark. Right now, we're seeing whole industries redoing their business continuity plans, factoring in 60, 70% bogeys for how many people or what percentage of their population would work from home. As we surveyed our employees, 90% of people said we be either some form of hybrid work experience or completely remote. So, again, if we're for a bit of a leading edge on this, we're probably going to be tilted even more toward it, but there's been a big change in assumption about what remote work looks like and what you've got to do to make it productive. >> So we're a decade and a half into the cloud or at least the modern cloud era. What's your take on where the industry is today and how it affects your business and your cloud strategy broadly? >> Yeah, it's a fascinating. We're in the midst of an ever accelerating set of cycles or pendulum swings from centralized computing to decentralized computing back to centralized. We went from the mainframe era to the client server era and then even quicker to the cloud era. And now we're seeing the emergence of the edge. The one thing that's constant through all of this is workloads are like water. They seek their ground. Workloads have characteristics. They need performance, economics, security, data gravity. And so we've been firm believers through this whole time that a certain amount of workload's going to end up in a very centralized model. Some is going to end up very decentralized and our job is just to enable our customers to put the workloads where they need to run best. So as you point out, we're quite a ways into the cloud era now. It looks like the edge era is emerging. I like to think of it as really three legs of a stool. You've got work can run in a private data center, it can run in a public data center or it can run everywhere else. And increasingly, everywhere else is being called the Edge, all of it by the way, in a cloud operating model. So big distinction between cloud, the model and cloud, the place. And so in many ways, we talked specifically to certain vertical markets, the cloud era is already beginning to give way to the beginning of the Edge era. >> Well, and at the same time too, you're seeing the hyperscalers recognizing the need for whatever it is, for economics, for legal reasons, for preference or latency moving on-prem. >> Right. >> And so I was having an interesting discussion with the CIO the other day and I asked them, "Well, what what do you look at as cloud? "Cloud is everywhere. "I got my cloud on-prem. "I got my multiple clouds, which is clear. "Everybody's going multicloud." And then he happened to have 17,000 stores that he was looking after. He goes, that's Edge to me. That's all part of my cloud. And now of course, part of your role is telco. So let's talk about that space. You've got the over-the-top providers. They're sucking off the infrastructure that have been built out by the telcos. Cost per bid is coming down. Data uses is exploding. And the telco industry really has to transform its infrastructure. They're not agile enough and they can't wait to get to this new era of 5G. So I'm interested in your thoughts on that, how you see Dell helping. >> Well, as I'll tell you, you characterize it right on. I've in the last several months, spend a lot of time with telecom executives all over the world because of how easy it is to do this sort of thing. And they need to transform. The digital transformation sweeping the rest of the world has caught up with telecom and for a whole bunch of reasons. And some of those you pointed out, right, agility, cost, economics. They're in a funny place. Never has the demand for communication services been greater. And yet never have their financial positions been more challenged. Because they're stuck between an old, fairly proprietary, closed architecture and a handful of vendors and on the other hand, embracing this cloud computing data era where there's thousands of vendors. And they somehow all need to be cobbled together into an open software-defined system that runs on industry standard hardware. And yet most telecoms aren't prepared to do that integration themselves. So for us, we see immense opportunity. It's literally as if a massive 100 billion dollar plus addressable market has effectively decided they need to start buying the kinds of things we've been making for years. And moreover, they are by definition, fundamentally a distributed model. The big difference, I think, between Dell Technologies and a hyperscaler is we as a company we're built in and for a distributed computing world. We deal with very mundane topics like how do you get a person onsite within an hour? And how many spares depots do you have? And all of those sorts of things. Whereas hyperscalers were built for the exact opposite. A world in which they said, "Hey, give me your data, "give me your workloads. "I'll think hard about it. "And I'll give you a very flexible economic model." The Edge puts all of that up in the air and telcos's the leading part of this Edge, right? They're the ones that own a great deal of the Edge. And as you pointed out, 5G is really the thing that's got everybody excited. >> Well, you bring up a good point about the hyperscalers. I mean, their challenge now is they go on-premise. Okay. How do you service and support those customers at scale 'cause everything they do is at scale, it's all highly automated. So that's interesting. At the same time, I wonder you're a strategy guy. You look at what Amazon retail does. They're putting up warehouses everywhere. They're putting points of presence. I wonder if there are analogs to the technology business. It's probably more complicated, right, 'cause you're not servicing, you're just delivering. >> But I think you're right on. There's analogs. Look, we all are what we are as vendors. We all have our business models. Ours is to sell equipment and software and services to somebody. Amazon, since its founding, has really been about how do I insert myself in a transaction and ease that transaction and take a slice? Google's been about democratizing and monetizing the world's data. So Amazon needs access to transactions. Google needs access to the world's data, all the hyperscalers want into telco because they want onto the Edge. The same point you made about on-premises, right, like Outpost or Azure Stack. It's fundamentally admission by a hyperscaler that, "Yeah, I guess all workload doesn't belong "in the public cloud. "It's not all going to end up here." And I think they've got the same challenge when it comes to the Edge. And so people are trying to build their way out 'cause they need connectivity to the Edge. For us, we know that telecoms have to become multi clouds. You've referenced earlier the over-the-top profit problem. Well, they lost the profits from the consumer. B2C, they built the networks, they ran the networks and everybody else took the profit. So now here comes 5G with the promise of business services, real B2B revenue opportunities for telecom. And once again, they're faced with a choice. Either they become the cloud operator and allow the hyperscalers in as part of their multi-cloud or they give up the cloud to the hyperscalers and there go the over-the-top profits again. So it really, I found, a fascinating set of dynamics and an industry that can really use the help of somebody like Dell Technologies. >> Well, that's interesting 'cause as is many markets, consumer leads and then B2B markets open up. Well, how do you think this plays out? I mean, the telcos have very specialized hardware. They got this hardened and fossilized infrastructure. So where do you guys fit in that transformation and how do you see it evolving? >> Well, it's already started in a way, it's from the inside out. So telecommunications companies, as I look at them, as we look at them, they're almost like three companies in one. They have conventional IT organizations that in many ways look no different than a bank. They have their businesses, of course, the network where they spend the vast majority of their money, but it's not homogenous. There's a network core, there's a network Edge and then there's an access network. And then most of them, of course, sell services, business services. So they have lines of business. So we look at them as an IT organization, through the CIO, as a massive network operator through the CTO and then as a business partner, some of whom are even in our channel program and their cloud, their cloud services partners. And that's all through their line of business. So they're starting to open up from the inside out. Data center's going through transformation. It's begun in the network core. Now, the Edge is the next thing. And the RAN, in case of mobile operator, the radio access network, will ultimately come. And so you're right. There's a fossilized infrastructure in some places, but we've already seen the core start to desegregate and it will now ripple all the way out to their Edge and I think frankly through it and right onto the enterprise premise with private mobility. >> And so do you see them taking that infrastructure model all the way out to the Edge and trying to replicate essentially their what would've been monopolies for years or do you see them... It sounds like it's going to be a mix. Some of them are actually maybe going to lean on the hyperscalers and try to become more over-the-top content providers. >> Well, I think two challenges in business right? I guess they say there's three great motivators in business in life, make money, save money, stay out of jail, like revenue, cost and risk. They got a cost problem. They've got to get off the monolithic closed infrastructure architectures. They've got a revenue problem that a lot of the additional revenues and services went to somebody else, the OTT, the over-the-top folks. And so I think you will absolutely see a mix, but nobody can afford. No telecom communications company can afford to simply hand their network over. Unless they've reconciled, I'm just going to be a dumb pipe again, right? And none of them want that. >> Right. = But I think in many ways, they're waiting for somebody to walk in and say, "But here's the answer." And I can tell you that at Dell Technologies, and by that, I mean both within Dell and certainly within VMware, we're very strong proponents of the notion of an open software-defined network architecture built on industry standard hardware. And we're pretty well positioned, I think, to provide it or certainly that's the hope and the thesis behind our business. >> Yeah. So that then allows them to compete much more effectively, to provide, like you say, new B2B services, but it really is their infrastructure has been the big blocker up until recently. And you're right. I mean, network function virtualization has started to see through. We've seen some of the benefits of that and then now they've got to take it to the next level, your point about the Edge. >> Well in the 5G standard or 5G, the next cellular technology generation is actually defined by the three GPP standards. Release 15 was the first one that came out and it specified both standalone 5G networks where you can get all of these benefits and non-standalone where you basically have to mix 5G into the core, rely on the 4G Edge. And that's the only thing that's been deployed so far. So as in many things, the hype leads the reality by a little bit. So we've been talking 5G for a while, but the release 16 that would get you some of the really hyped up features of 5G just released this year. So it's coming and there's a lot of talk about it right now. There's a race to have the largest 5G network in America and the largest 5G network in the UK and so on and so forth. But this isn't really the true power of 5G. That window is still open and it's coming. >> You do a lot of strategy work. You obviously see the opportunity Edge, the term is just enormous. So you got to be wetting your chops at that. At the same time, the requirements are totally different. So I'm curious as to how you, as a strategy expert, dovetail into the architectural decisions that have to be made and the connective tissue between strategy and architecture and actually the whole go-to market, that whole value chain that you think about, how are you thinking about that in the world of Edge? >> Well there's, at the end of the day, two strategy decisions you got to make, where do I play and if I decide to play there, how do I win? So where do you play on the Edge is a very interesting question. Anytime there's a new computing paradigm shift, you go from something that's been pretty stable and frankly pretty horizontal and it becomes pretty verticalized. So the Edge is thousands of things right now. And it's many highly verticalized use cases, manufacturing, mining, retail, even something as simple as campus wifi replacement. So you've got to pick your spot. And for a company of our size, that really comes down to thinking about which of these Edge use cases are going to pop first, which one's going to teach you the most, which one's going to have the right level of scale. And this is where telco and Edge intersect because it turns out one big and easily reachable use case for Edge is to partner strongly with the telecommunications industry where something like 30 companies in the world make up 80% of the capital spending. I mean, you don't have to run a Superbowl ad. You can get all of your customers in a bus, right. So that's why I think there's really this somewhat silent, somewhat subtle and somewhat not so subtle competition for the architecture of the telecom industry as it refreshes, both because of 5G as an inflection point, but also just because of the stuff we talked about earlier, the economics, the need to modernize and embrace open-software defined industry standard architecture. >> And do have visibility at this point as to how portable the race to the telcos identify that sort of new standards? Do you have a sense as to how portable that would be to some of these other use cases or is it really like the software industry of when that started to grow, it was just so fragmented. Now, granted it's consolidated now, but do you have visibility on that yet? >> A little, but I mean the basic building blocks are quite portable. There's radio technology, 5G radio technology and there's a distinction between what might be required say to replace wifi at the Dell Round Rock Campus versus what AT&T needs for Manhattan, right? >> Yeah. >> But basically there's radio technology, which is increasingly becoming software running on industry standard hardware. And then the same sort of virtualization layer that is helpful in basically pulling all of this together, plays there as does the underlying hardware where Edge servers can be built for telco spec and easily modified to be an Edge enterprise use case. That's the base. On top of that however, is often a vertical solution. Like in retail's very timely, temperature sensing and mask detection and distance determination, right? So somebody's going to want to take that capability. And that's not something you're going to bounce off of some public cloud. You're going to want to actually understand in real time, as people walk in and out of the place, are they being compliant with whatever policies I have? So on top of some of this compute and virtualization and to some extent sometimes storage on the Edge, what else goes on that? Is it a video surveillance solution? Is it an automated mining RFID solution? And so we've got a little bit of insight and we know which verticals appear to be largest right now and which ones are going to pop first. And that's where a lot of people are putting their attention. >> Well, it's going to be interesting 'cause it sounds like there's a real long tale there. And you mentioned industry standard hardware and software, but maybe a new industry standard emerges for some of those use cases that you just mentioned where you need very low latency. Maybe that's where ARM gets in and maybe get some massive volume because while it's a long tail, it's also huge. >> It is. I mean, some people are estimating the Edge economy to be four times the internet economy because we get stuff that's going to be written that we don't even... It's no different than we went from... At one point, the only software in the world was mainframe software. And then some knucklehead wrote client server software and it was considered a niche. Fast forward 15 years later, mainframe is a subsegment of the computer industry and it's all client server software. And then we go cloud native. And at first it's a couple of cloud native apps and pretty soon it's a bunch. And this thing just goes back and forth. The difference is or I think the interesting thing is the cycle times are really compressing. I don't know if you've read Tom Friedman's latest book, "Thank You For Being Late", but it's all about how do we thrive as humans in the age of accelerations? Because the theory is we're not getting enough time to catch our breath now between pendulum swings. It's interesting. Same thing happened in cellular technology. I didn't know until I started doing this job, but 1G was real for about... It was the dominant form of networking for 17 years for mobile networking. Then 2G was for around 11. 3G was seven-ish. 4G looks like it's going to be six. So technology just keeps quickening. And it makes the amount of time we get to be horizontal and catch our breath as the industry is stable, there's always an inflection of some sort going on in our industry. And so change is absolutely the new normal. >> Yeah. And some of these things are really hard to predict. I mean, remember TCP/IP used to be this old, reliable protocol that runs the world. >> Exactly right. >> I want to ask you about... Last question is as a service initiative of Project Apex or Apex it's called. And that's obviously not just some kind of gimmick. I mean, that affects the strategy of the entire organization, the way in which customers want to consume the product or platform strategies now. How does that as a service pricing model affect the business that we've been talking about for the last 10 or 15 minutes? >> Well, the good news for us, those of us at the company working on Edge and telecom and all of that sort of stuff is we're actually building the business under the Apex philosophy, right? So our design center out of the gate is as a service. Michael made the observation a long time ago within our leadership team that, back to my comment, that workloads are like water. They seek their ground. There's a difference between where a workload belongs and the interest in a particular operating model or excuse me, a particular consumption model. And get they've been combined for a long time, right? The only way to get the, as a service consumption model, was through public cloud infrastructure. But it turns out that the right place for workload may well be on-premises not in a private data center or it may well be on the Edge not in a public cloud, but people still want to take advantage of the consumption model, right? The economics are the economics. And so for me, doing the telecom stuff, it's, as a service, the heart of the design center from a consumption model right out of the gate, which is frankly easier than trying to retrofit everything else. >> Right. >> But nonetheless, for us as a company, it's just an opportunity to give our customers the choice that they want in terms of not only what they acquire, but how they acquire it. >> Well Dennis, I always love talking to you. You're such a clear thinker and you've obviously gone deep into some of these topics. And good luck in the role in the telco world. It's obviously a huge opportunity. Everybody's really excited about it. And thank you for coming on theCUBE. >> All right. Thank you, Dave. It's been a pleasure. Nice chatting with you. >> Alright. And thank you for watching, everybody. This is theCUBE's coverage of Dell Tech World 2020, the virtual cube. Keep it right there. We'll be right back right after this short break. (relaxed music)

>> Announcer: From around the globe, it's theCUBE with digital coverage of Dell Technologies World Digital Experience, brought to you by Dell Technologies. >> Hello everyone and welcome back to theCUBE's continuing coverage of Dell Tech World 2020. This is Dave Volante and with me is Dennis Hoffman. He's a senior vice president and general manager for telecom systems business at Dell Technologies. Good to see you Dennis. Welcome. >> Thanks Dave. Great to be here. >> So let's talk a little bit about corporate strategy, which is your wheelhouse. I'm curious, has the pandemic at all altered your thinking on Dell strategy? >> Interestingly enough it hasn't. I suppose it would be standard for me to say that, but if anything, it's just given us both a sense of the challenge of what we had to do as a company to keep doing business. But also it's been really illuminating because it's given us a glimpse of the future. And fortunately, I think we've been pretty well prepared for what's happening. >> Well, I think in a way there's a bias inside of Dell because you guys were probably more work from home than the average company and you, in a way, might've been more prepared for this and maybe your thinking was already headed in that direction. What do you think about that? >> No, I think it's a reasonable thesis. The company is very much a work-from-home oriented or mobile in terms of where we work, an overall, I guess, hypothesis that work's something you do, it's not a place. But we also had a portfolio that benefited from the pandemic and an overarching strategy that was really to help our customers transform digitally. And if anything, the pandemic's accelerated all of that. So again, not without its challenges. And I certainly feel for the folks who get an awful lot of their energy from working with people every day because that's what's missing for an awful lot of folks who are doing an awful lot of what you and I are doing here. But otherwise I think we were biased toward it and it worked out pretty well so far. >> Okay. So it hasn't changed your strategy, but I would imagine some of your assumptions have changed. I mean, obviously more people are going to be working from home now, probably at least double. If it was 15 to 20% pre-COVID, it's going to be, let's call it 30, 35, maybe even 40% post-COVID. Maybe it's going to take a while, six, nine months to get there. But I would imagine some of your assumptions have changed. Is that a fair statement? >> Yeah, I think ours and the industries at large. Most companies' business continuity plans really centered around natural disasters. In most of those plans, 30% of the population working remotely was the high watermark. Right now, we're seeing whole industries redoing their business continuity plans, factoring in 60, 70% bogeys for how many people or what percentage of their population would work from home. As we surveyed our employees, 90% of people said we be either some form of hybrid work experience or completely remote. So, again, if we're for a bit of a leading edge on this, we're probably going to be tilted even more toward it, but there's been a big change in assumption about what remote work looks like and what you've got to do to make it productive. >> So we're a decade and a half into the cloud or at least the modern cloud era. What's your take on where the industry is today and how it affects your business and your cloud strategy broadly? >> Yeah, it's a fascinating. We're in the midst of an ever accelerating set of cycles or pendulum swings from centralized computing to decentralized computing back to centralized. We went from the mainframe era to the client server era and then even quicker to the cloud era. And now we're seeing the emergence of the edge. The one thing that's constant through all of this is workloads are like water. They seek their ground. Workloads have characteristics. They need performance, economics, security, data gravity. And so we've been firm believers through this whole time that a certain amount of workload's going to end up in a very centralized model. Some is going to end up very decentralized and our job is just to enable our customers to put the workloads where they need to run best. So as you point out, we're quite a ways into the cloud era now. It looks like the edge era is emerging. I like to think of it as really three legs of a stool. You've got work can run in a private data center, it can run in a public data center or it can run everywhere else. And increasingly, everywhere else is being called the Edge, all of it by the way, in a cloud operating model. So big distinction between cloud, the model and cloud, the place. And so in many ways, we talked specifically to certain vertical markets, the cloud era is already beginning to give way to the beginning of the Edge era. >> Well, and at the same time too, you're seeing the hyperscalers recognizing the need for whatever it is, for economics, for legal reasons, for preference or latency moving on-prem. >> Right. >> And so I was having an interesting discussion with the CIO the other day and I asked them, "Well, what what do you look at as cloud? "Cloud is everywhere. "I got my cloud on-prem. "I got my multiple clouds, which is clear. "Everybody's going multicloud." And then he happened to have 17,000 stores that he was looking after. He goes, that's Edge to me. That's all part of my cloud. And now of course, part of your role is telco. So let's talk about that space. You've got the over-the-top providers. They're sucking off the infrastructure that have been built out by the telcos. Cost per bid is coming down. Data uses is exploding. And the telco industry really has to transform its infrastructure. They're not agile enough and they can't wait to get to this new era of 5G. So I'm interested in your thoughts on that, how you see Dell helping. >> Well, as I'll tell you, you characterize it right on. I've in the last several months, spend a lot of time with telecom executives all over the world because of how easy it is to do this sort of thing. And they need to transform. The digital transformation sweeping the rest of the world has caught up with telecom and for a whole bunch of reasons. And some of those you pointed out, right, agility, cost, economics. They're in a funny place. Never has the demand for communication services been greater. And yet never have their financial positions been more challenged. Because they're stuck between an old, fairly proprietary, closed architecture and a handful of vendors and on the other hand, embracing this cloud computing data era where there's thousands of vendors. And they somehow all need to be cobbled together into an open software-defined system that runs on industry standard hardware. And yet most telecoms aren't prepared to do that integration themselves. So for us, we see immense opportunity. It's literally as if a massive 100 billion dollar plus addressable market has effectively decided they need to start buying the kinds of things we've been making for years. And moreover, they are by definition, fundamentally a distributed model. The big difference, I think, between Dell Technologies and a hyperscaler is we as a company we're built in and for a distributed computing world. We deal with very mundane topics like how do you get a person onsite within an hour? And how many spares depots do you have? And all of those sorts of things. Whereas hyperscalers were built for the exact opposite. A world in which they said, "Hey, give me your data, "give me your workloads. "I'll think hard about it. "And I'll give you a very flexible economic model." The Edge puts all of that up in the air and telcos's the leading part of this Edge, right? They're the ones that own a great deal of the Edge. And as you pointed out, 5G is really the thing that's got everybody excited. >> Well, you bring up a good point about the hyperscalers. I mean, their challenge now is they go on-premise. Okay. How do you service and support those customers at scale 'cause everything they do is at scale, it's all highly automated. So that's interesting. At the same time, I wonder you're a strategy guy. You look at what Amazon retail does. They're putting up warehouses everywhere. They're putting points of presence. I wonder if there are analogs to the technology business. It's probably more complicated, right, 'cause you're not servicing, you're just delivering. >> But I think you're right on. There's analogs. Look, we all are what we are as vendors. We all have our business models. Ours is to sell equipment and software and services to somebody. Amazon, since its founding, has really been about how do I insert myself in a transaction and ease that transaction and take a slice? Google's been about democratizing and monetizing the world's data. So Amazon needs access to transactions. Google needs access to the world's data, all the hyperscalers want into telco because they want onto the Edge. The same point you made about on-premises, right, like Outpost or Azure Stack. It's fundamentally admission by a hyperscaler that, "Yeah, I guess all workload doesn't belong "in the public cloud. "It's not all going to end up here." And I think they've got the same challenge when it comes to the Edge. And so people are trying to build their way out 'cause they need connectivity to the Edge. For us, we know that telecoms have to become multi clouds. You've referenced earlier the over-the-top profit problem. Well, they lost the profits from the consumer. B2C, they built the networks, they ran the networks and everybody else took the profit. So now here comes 5G with the promise of business services, real B2B revenue opportunities for telecom. And once again, they're faced with a choice. Either they become the cloud operator and allow the hyperscalers in as part of their multi-cloud or they give up the cloud to the hyperscalers and there go the over-the-top profits again. So it really, I found, a fascinating set of dynamics and an industry that can really use the help of somebody like Dell Technologies. >> Well, that's interesting 'cause as is many markets, consumer leads and then B2B markets open up. Well, how do you think this plays out? I mean, the telcos have very specialized hardware. They got this hardened and fossilized infrastructure. So where do you guys fit in that transformation and how do you see it evolving? >> Well, it's already started in a way, it's from the inside out. So telecommunications companies, as I look at them, as we look at them, they're almost like three companies in one. They have conventional IT organizations that in many ways look no different than a bank. They have their businesses, of course, the network where they spend the vast majority of their money, but it's not homogenous. There's a network core, there's a network Edge and then there's an access network. And then most of them, of course, sell services, business services. So they have lines of business. So we look at them as an IT organization, through the CIO, as a massive network operator through the CTO and then as a business partner, some of whom are even in our channel program and their cloud, their cloud services partners. And that's all through their line of business. So they're starting to open up from the inside out. Data center's going through transformation. It's begun in the network core. Now, the Edge is the next thing. And the RAN, in case of mobile operator, the radio access network, will ultimately come. And so you're right. There's a fossilized infrastructure in some places, but we've already seen the core start to desegregate and it will now ripple all the way out to their Edge and I think frankly through it and right onto the enterprise premise with private mobility. >> And so do you see them taking that infrastructure model all the way out to the Edge and trying to replicate essentially their what would've been monopolies for years or do you see them... It sounds like it's going to be a mix. Some of them are actually maybe going to lean on the hyperscalers and try to become more over-the-top content providers. >> Well, I think two challenges in business right? I guess they say there's three great motivators in business in life, make money, save money, stay out of jail, like revenue, cost and risk. They got a cost problem. They've got to get off the monolithic closed infrastructure architectures. They've got a revenue problem that a lot of the additional revenues and services went to somebody else, the OTT, the over-the-top folks. And so I think you will absolutely see a mix, but nobody can afford. No telecom communications company can afford to simply hand their network over. Unless they've reconciled, I'm just going to be a dumb pipe again, right? And none of them want that. >> Right. = But I think in many ways, they're waiting for somebody to walk in and say, "But here's the answer." And I can tell you that at Dell Technologies, and by that, I mean both within Dell and certainly within VMware, we're very strong proponents of the notion of an open software-defined network architecture built on industry standard hardware. And we're pretty well positioned, I think, to provide it or certainly that's the hope and the thesis behind our business. >> Yeah. So that then allows them to compete much more effectively, to provide, like you say, new B2B services, but it really is their infrastructure has been the big blocker up until recently. And you're right. I mean, network function virtualization has started to see through. We've seen some of the benefits of that and then now they've got to take it to the next level, your point about the Edge. >> Well in the 5G standard or 5G, the next cellular technology generation is actually defined by the three GPP standards. Release 15 was the first one that came out and it specified both standalone 5G networks where you can get all of these benefits and non-standalone where you basically have to mix 5G into the core, rely on the 4G Edge. And that's the only thing that's been deployed so far. So as in many things, the hype leads the reality by a little bit. So we've been talking 5G for a while, but the release 16 that would get you some of the really hyped up features of 5G just released this year. So it's coming and there's a lot of talk about it right now. There's a race to have the largest 5G network in America and the largest 5G network in the UK and so on and so forth. But this isn't really the true power of 5G. That window is still open and it's coming. >> You do a lot of strategy work. You obviously see the opportunity Edge, the term is just enormous. So you got to be wetting your chops at that. At the same time, the requirements are totally different. So I'm curious as to how you, as a strategy expert, dovetail into the architectural decisions that have to be made and the connective tissue between strategy and architecture and actually the whole go-to market, that whole value chain that you think about, how are you thinking about that in the world of Edge? >> Well there's, at the end of the day, two strategy decisions you got to make, where do I play and if I decide to play there, how do I win? So where do you play on the Edge is a very interesting question. Anytime there's a new computing paradigm shift, you go from something that's been pretty stable and frankly pretty horizontal and it becomes pretty verticalized. So the Edge is thousands of things right now. And it's many highly verticalized use cases, manufacturing, mining, retail, even something as simple as campus wifi replacement. So you've got to pick your spot. And for a company of our size, that really comes down to thinking about which of these Edge use cases are going to pop first, which one's going to teach you the most, which one's going to have the right level of scale. And this is where telco and Edge intersect because it turns out one big and easily reachable use case for Edge is to partner strongly with the telecommunications industry where something like 30 companies in the world make up 80% of the capital spending. I mean, you don't have to run a Superbowl ad. You can get all of your customers in a bus, right. So that's why I think there's really this somewhat silent, somewhat subtle and somewhat not so subtle competition for the architecture of the telecom industry as it refreshes, both because of 5G as an inflection point, but also just because of the stuff we talked about earlier, the economics, the need to modernize and embrace open-software defined industry standard architecture. >> And do have visibility at this point as to how portable the race to the telcos identify that sort of new standards? Do you have a sense as to how portable that would be to some of these other use cases or is it really like the software industry of when that started to grow, it was just so fragmented. Now, granted it's consolidated now, but do you have visibility on that yet? >> A little, but I mean the basic building blocks are quite portable. There's radio technology, 5G radio technology and there's a distinction between what might be required say to replace wifi at the Dell Round Rock Campus versus what AT&T needs for Manhattan, right? >> Yeah. >> But basically there's radio technology, which is increasingly becoming software running on industry standard hardware. And then the same sort of virtualization layer that is helpful in basically pulling all of this together, plays there as does the underlying hardware where Edge servers can be built for telco spec and easily modified to be an Edge enterprise use case. That's the base. On top of that however, is often a vertical solution. Like in retail's very timely, temperature sensing and mask detection and distance determination, right? So somebody's going to want to take that capability. And that's not something you're going to bounce off of some public cloud. You're going to want to actually understand in real time, as people walk in and out of the place, are they being compliant with whatever policies I have? So on top of some of this compute and virtualization and to some extent sometimes storage on the Edge, what else goes on that? Is it a video surveillance solution? Is it an automated mining RFID solution? And so we've got a little bit of insight and we know which verticals appear to be largest right now and which ones are going to pop first. And that's where a lot of people are putting their attention. >> Well, it's going to be interesting 'cause it sounds like there's a real long tale there. And you mentioned industry standard hardware and software, but maybe a new industry standard emerges for some of those use cases that you just mentioned where you need very low latency. Maybe that's where ARM gets in and maybe get some massive volume because while it's a long tail, it's also huge. >> It is. I mean, some people are estimating the Edge economy to be four times the internet economy because we get stuff that's going to be written that we don't even... It's no different than we went from... At one point, the only software in the world was mainframe software. And then some knucklehead wrote client server software and it was considered a niche. Fast forward 15 years later, mainframe is a subsegment of the computer industry and it's all client server software. And then we go cloud native. And at first it's a couple of cloud native apps and pretty soon it's a bunch. And this thing just goes back and forth. The difference is or I think the interesting thing is the cycle times are really compressing. I don't know if you've read Tom Friedman's latest book, "Thank You For Being Late", but it's all about how do we thrive as humans in the age of accelerations? Because the theory is we're not getting enough time to catch our breath now between pendulum swings. It's interesting. Same thing happened in cellular technology. I didn't know until I started doing this job, but 1G was real for about... It was the dominant form of networking for 17 years for mobile networking. Then 2G was for around 11. 3G was seven-ish. 4G looks like it's going to be six. So technology just keeps quickening. And it makes the amount of time we get to be horizontal and catch our breath as the industry is stable, there's always an inflection of some sort going on in our industry. And so change is absolutely the new normal. >> Yeah. And some of these things are really hard to predict. I mean, remember TCP/IP used to be this old, reliable protocol that runs the world. >> Exactly right. >> I want to ask you about... Last question is as a service initiative of Project Apex or Apex it's called. And that's obviously not just some kind of gimmick. I mean, that affects the strategy of the entire organization, the way in which customers want to consume the product or platform strategies now. How does that as a service pricing model affect the business that we've been talking about for the last 10 or 15 minutes? >> Well, the good news for us, those of us at the company working on Edge and telecom and all of that sort of stuff is we're actually building the business under the Apex philosophy, right? So our design center out of the gate is as a service. Michael made the observation a long time ago within our leadership team that, back to my comment, that workloads are like water. They seek their ground. There's a difference between where a workload belongs and the interest in a particular operating model or excuse me, a particular consumption model. And get they've been combined for a long time, right? The only way to get the, as a service consumption model, was through public cloud infrastructure. But it turns out that the right place for workload may well be on-premises not in a private data center or it may well be on the Edge not in a public cloud, but people still want to take advantage of the consumption model, right? The economics are the economics. And so for me, doing the telecom stuff, it's, as a service, the heart of the design center from a consumption model right out of the gate, which is frankly easier than trying to retrofit everything else. >> Right. >> But nonetheless, for us as a company, it's just an opportunity to give our customers the choice that they want in terms of not only what they acquire, but how they acquire it. >> Well Dennis, I always love talking to you. You're such a clear thinker and you've obviously gone deep into some of these topics. And good luck in the role in the telco world. It's obviously a huge opportunity. Everybody's really excited about it. And thank you for coming on theCUBE. >> All right. Thank you, Dave. It's been a pleasure. Nice chatting with you. >> Alright. And thank you for watching, everybody. This is theCUBE's coverage of Dell Tech World 2020, the virtual cube. Keep it right there. We'll be right back right after this short break. (relaxed music)

>> Announcer: From theCUBE studios in Palo Alto, in Boston, connecting with thought leaders all around the world. This is theCUBE conversation. >> Hey, welcome back, everybody. Jeff Frick here with theCUBE. We're in our Palo Alto studios today for theCUBE conversation. We're talking about data. We're always talking about data and it's really interesting. You know we like to go out and get you the first person insight from the people that start the companies, run the companies, the practitioners and, and, and get the insight directly from them. We also like to go out and get original research and hear from original research. And this is a great opportunity to hear from both. So we're excited to have, and welcome back into the studio. He's Aaron Kalb. He's the co founder of Alation, many time CUBE alumni. Aaron. Great to see you. >> Yeah, thanks for having me. It's good to be here. >> Yeah, it's very cool. But today it's a special, a special thing. We've never done this before with you. You guys are releasing a brand new report called, the Alation State of Data Culture Report. So really interesting report. A lot of great information that we're going to dig in here for the next few minutes. But before we do, tell us kind of the history of this report. This is a, the kind of the inaugural release. What was kind of behind it, why did you guys do this? And give us a little background before we get into the details. >> Absolutely. So, yes, that's exactly right. It's debuting today that we plan to kind of update this research quarterly we going to see the trends over time. And this emerged because, you know, I, part of my job, I talk to chief data officers and chief analytics officers across our customer base and prospects. And I keep hearing anecdotally over and over that establishing a data culture, is often the number one priority for these data leaders and for these organizations. And so we wanted to really say, can we quantify that? Can we agree upon a definition of data culture? And can we create sort of a simple yardstick to more objectively measure where organizations are on this sort of data maturity curve to get it into culture. >> Right. I love it. So you created this data, data index right? The data culture index. And, and I think it's important to look at methodology. I think people, a lot of times go right to the results on reports before talking about the methodologies. And let's talk about the methodologies cause we're supposed to be talking about data, right? So you talked to 300, some odd executives, correct. And I think it's really interesting and you broke it down into three kind of buckets of data literacy, if you will. Data search and discovery, number one, data, two kind of literacy in terms of their ability to work with the data. And then the third bucket is really data governance. And then in, in the form ABCD, you gave him a four point score and basically, are they doing it well? Are they doing it in the majority of the time? Are they doing it about half, they got one or they got a zero and you get this four point scale and you end up with a 12 point scale which we're all familiar with from, from school, from an A to an, A minus and B, et cetera. Just dig it a little bit on those three categories and how you chose those. So the first one again is kind of the data search and discovery, you know can they find it and then their competency, if you will and then a governance and compliance. Kind of dig into each of those three buckets a little bit. >> For sure. So, so the, the end goal in data culture, is to have an organization in which data is valued and decisions are made based on data and evidence, right? Versus a culture in which we go with the highest paid person's opinion or what we did last quarter or any of these other ways things get done. And so the idea is to make that possible, as you said you've to be able to find the data when you need it. That's the data search and discovery. You've to be able to interpret that data correctly and draw valid conclusions from it. And that's a data literacy, excuse me. And both of those are contingent upon having data governance in place. So that data is well-defined and has high data quality, as well as other aspects, so that it is possible to find it and understand it properly. >> Right. And what are the things too that I think is really important that we call that, and again, we're going to dive into the details, is your perceived execution versus the reported execution by the people that are actually providing data. And I think you've found and you've highlighted on specific slides that you know, there's not necessarily a match there. And sometimes that you know, what you perceive is happening, isn't necessarily what's happening when you go down and query the people in the field. So really important to come up with a number. And I think a, I think you said this is going to be an ongoing thing over a period of time. So you kind of start to see longitudinal changes in these organizations. >> Absolutely. And we're very excited to see those, those trends over time. But even at the outset is this you know, very striking effect emerges which is, as you said, if we ask one of these you know, 300 data leaders, you know, all around the world actually, you know, if we ask, how is the data culture at your company overall, and this is very broad general top down way and have them graded on the sort of SaaS scale. You know, we get results where there's a large gap between kind of that level of maturity and what emerges in a bottom up methodology excuse me, in which you ask about, you know governance and literacy and, and such kind of by department and in a more bottom up way. And so we do see that that, you know, it can be helpful, even for data people to have a, a more granular metric and framework for quantifying their progress. >> Right? Let's jump into some of the results. It's, it's a fascinating, they're kind of all over the map, but there's some definite trends. One of the trends you talked about is that there's a lot of questions on the quality of the data. But that's a real inhibitor to people. Whether that suspicion is because it's not good data. And I don't know, this question for you, is, is, do they think it's not relevant to the decision that's being made? Is it an incomplete data set or the wrong data set? It seems to be that keeps coming up over and over about, decision-makers not necessarily having confidence in the data. What, can you share a little bit more color around that? >> Yeah, it's quite interesting actually. So what we find is that 90%. So 90 people, 10 executives (indistinct) to question the data sometimes often or always. But the part that's maybe disappointing or concerning is the two thirds of executives are believed to ignore the data and make a decision kind of pushing the data aside which is really quite striking when you think about it, why have all this data, if more often than not you're sort of disregarding it to make your final answer. And so you're absolutely correct when we dug into why, what are the reasons behind pushing it aside. Data quality was number one. And I think it is a question of, Oh, is the data inaccurate? Is it out of date, these sort of concerns sort of we, we hear from customers and prospects. But as we dig in deeper in the survey results, excuse me, we, we see some other reasons behind that. One is a lack of collaboration between the data analytics folks and the business folks. And so there's a question of, I don't know exactly where this data came from or to your point kind of how it was produced. What was the methodology? How was it sourced? And maybe because of that disconnect is a lack of trust. So trust really is the ultimate I think, failure to having data culture really take root. >> Right? And it's trust in this trust, as you said, not only in the data per se, the source of the data, the quality of the data, the relevance of the data but also the people who are providing you with the data. And obviously you get, you get some data sets. Sometimes you didn't get other data sets. So, that's really I'm a little bit disconcerting. The other thing I thought was kind of interesting is, it seems to be consistent that the, the primary reason that people are using big data projects is around operations and operations efficiency, a little bit about compliance, but, you know, it's interesting we had you on at the MIT CDOIQ, Chief Data Information Officer quality symposium, and you talked about the goodness of people moving from kind of a defensive posture to an offensive posture, you know using data in terms of product development and innovation. And, and what comes across in this survey is that's kind of down the list behind you know, kind of operational efficiency. We're seeing a little bit of governance and regulation but the, the quest for data as a tool for innovation, didn't really shine through in this report. >> Well, you know, it's very interesting. It depends whether you look at the aggregate level or you break things down a little bit more. So one thing we did after we got that zero to 12 scale on the data culture index or DCI, is it actually, we were able to break it down into thirds. And among the sort of bottom third, it has the least well-established data culture by this yardstick. We've found that governance and regulatory compliance, was the number one application of data. But among the top third of respondents, we actually found the opposite where things like providing a great customer experience, doing product innovation, those sort of things actually came to the fore and governance fell behind. So I think there is this curve where, It's table stakes to get the sort of defense side of data figured out. And then you can move on to offense in using data to make your organization meet its meet its other goals. >> Right. Right. And then I wanted to get your take on kind of the democratization of data, right? This is a, this is a trend that's been going on, and really, I think you said before you know, your guys' whole mission is to empower curious and rational world to give people the ability to ask the right questions have the right data and get the right answer. So, you know, we've seen democratization in terms of the access to the data, the access to the tools, the ability to do something with the data and the tool, and then the actual authority to execute business decision based on that. The results on that seem a little bit split here because a lot of the problems seem to be focused on leadership, not necessarily taking a data based decision move, but on the good hand a lot of people trying to break down data silos and make data more accessible for a larger group of people. So that more people in the organization are making data based decisions. This seems kind of like this little bit of a bifurcation between the C suite and everybody else trying to get their job done. >> Absolutely. There's always this question of you know, sort of the, that organizational wide initiative and then what's happening on the ground. One thing we saw that was very heartening and aligns with our customers index success, is a real emphasis being placed on having data governance and data context and data literacy factors sort of be embedded at the point of use. To not expecting people, to just like take a course and look things up and kind of end up with their workflow to be able to use data quickly and accurately and, and interpret it in varied ways. So that was really exciting to see as, as, as a initiative. It sort of bridges that gap along with initiatives to have more collaboration and integration between the data people and the business people. because really you know, they exist to serve one another. But in terms of the disconnect between the C suite and other parts of the org, there was a really interesting inverse correlation. Well, or maybe it's not interesting how you look at it, but basically, you know, when we talk to C level executives and ask, you know, does the C suite ignore data? Do they question data et cetera, those numbers came in lower than when we talked to, you know, senior director about the C suite right? It's sort of the farther you get, and there's a difference there, you know, from my perspective, I almost wonder whether that distance is actually is more objective viewpoint. And when you're in that role, it's hard to even see your cognitive biases and your tendency to ignore a data when it doesn't suit you. >> Right. Right. So there's, there's some other interesting things here. So one of them is, you know, kind of predictors, right? One of the whole reasons to do studies and collect data so that we can have some predictive ability. And, and it comes out here that the reporting structure is a strong predictor of a company's data tier structure. So, you know, there's the whole rise of the chief data officers and the chief analytics officer and the chief data and analytics officer and lots of conversations about those roles and what exactly are those roles and who do they report to. Your study finds a pretty compelling leading indicator that if that role is reporting to either the CEO or the executive board, which is often a one in the same person, that that's actually a terrific indicator of success in moving to a more data centric culture. >> That's absolutely correct. So we found that that top third of organizations on the data culture index were much more likely to have a chief data executive, a CDO, CAO or CDAO. In fact, they're more likely to have folks with the analytics in their title because in some organizations, data is thought to mean sort of raw data, infrastructural defense and analytics is sort of where it gets you know, infused into business processes and value. But certainly that top third is much more likely to have the chief data executive reporting into the executive board or CEO when the highest ranking data executive is under the CIO or some other part of the organization, those orgs tend to score a far lower on the DCI. >> Right. Right. So it's interesting, you know you're a really interesting guy even doing this for a while. You were at Siri before you were at Alation. So you have a really good feel for kind of what data can do and can't do and natural human or natural language processing and, and, and human voice interaction with these devices, a really interesting case study, and they can do a really good job within a small defined data set and instruction set, but they don't do necessarily so well once you kind of get outside how, how they're trained. And you've talked a lot about how metaphor shaped the way that we think and I know you and Dave talked about data oil and data lakes I don't want to necessarily go down that whole path but I do think it's important. And what came out of the study and the way people think about data. You know, there's a lot of conversation. How do you value data? Is data, you know it used to just be an expense that we had to buy servers to store the stuff we weren't sure what we ever did with it. So I wonder if there's any, you know, kind of top level metaphors level, kind of a thought or process or framing in the companies that you study that came out. maybe not necessarily in the top line data, but maybe in some of the notes that help define why some people, you know are being successful at making this transition and putting, you know kind of data out front of their decision processing versus data, either behind as a supporting thing or maybe data, I just don't have time with it or I don't trust it, or God knows where you got that, and this is not the data that I wanted. You know, was there any, you know, kind of tangental or anecdotal stuff that came out of this study that's more reflective of, of the softer parts of a data culture versus the harder parts in terms of titles and roles and, and, and job responsibilities. >> Yeah. It's a really interesting place to explore. I do think there's a, I don't want to make this overly simplistic group binary, but at the end of the day you know, like anything else within an organization, you can view data as a liability to say, okay, we have for example, you know, customer's names and phone numbers and passwords, and we just need to prevent an adverse event in which there's a leak or some sort of InfoSec problem that could cause, you know, bad press and fines and other negative consequences. And I think the issue there is if data's a liability, the most you know, the best case is that it's worth zero as opposed to some huge negative on your company's balance sheet. And, and I think, you know, intuitively, if you really want to prevent data misuse and data problems, one fail safe, but I think ultimately in its own way risky way to do that was just not collect any data, right. And not store it. So I think that the transition is to say, look data must be protected and taken care of that's step zero. But you know, it's really just the beginning and data is this asset that can be used to inform the huge company level strategic decisions that are made in annual planning at the board level, down to the millions of little decisions every day in the work of people in customer support and in sales and in product management and in, you know, various roles that just across industries. And I think once you have that, that shift, you know the upside is potentially, you know, unbounded. >> Right. And, and it just changes the way, the way you think. And suddenly instead of saying, Oh, data needs to be kind of hidden away, it's more like, Oh, people need to be trained on data use and empowered with data. And it's all about not if it's used or if it's misused but really how it's used and why it's used, what it's being used for to make a real impact. >> Right. Right. And it's funny when I just remember it being back in business school one of the great things that help teach is to think in terms of data, right. And you always have the infamous center consulting interview question, How many manhole covers are in Manhattan. Right. So, you know, to, to, to start to think about that problem from a data centric, point of view really gives you a leg up and, and even, you know where to start and how to attack those types of problems. And I thought it was interesting you know, talking about challenges for people to have a more data centric, point of view. It's interesting. The reports says, basically everybody said there's all kinds of challenges around data quality and compliance, and they had democratization. But the bottom companies, the bottom companies said that the biggest challenge was lack of buy in from company leadership. So I guess the good news bad news is that there's a real opportunity to make a significant change and get your company from the bottom third to a middle third or a top third, simply by taking a change in attitude about putting data in a much more central role in your decision making process. 'Cause all the other stuff's kind of operational, execution challenges that we all have, not enough people, blah, blah, blah. But in terms of attitude of leadership and prioritization, that's something that's very easy to change if you so choose. And really seems to be the key to unlock this real journey as opposed to the minutiae of a lot of the little details that that are a challenge for everybody. >> Absolutely. In your changing attitudes might be the easiest thing or the hardest thing depending on (indistinct). But I think you're absolutely right. The first step, which, which which could, maybe it should be easy, is admitting that you have a problem or maybe to put it more positively, realizing you have an opportunity. >> I love that. And then just again, looking at the top tier companies, the other thing that I thought was pretty interesting in this study is, I'm looking at it here, is getting champions in each of the operational segments. So rather than, I mean, a chief data officer is important and you know, somebody kind of at the high level to shepherd it in the executive suite, as we just discussed, but within each of the individual tasks and functions and roles, whether that's operations or customer service or product development or operational efficiency, you need some type of champion, some type of person, you know, banging the gavel, collecting the data, smoothing out the complexities, helping people get their thing together. And again, another way to really elevate your position on the score. >> Absolutely. And I think this idea of again, bridging between, you know, if data is centralized you have a chance to try to really get excellent practices within the data org. But even it becomes even more essential to have those ambassadors, people who are in the business and understand all the business context who can sort of make the data relevant, identify the key areas where data can really help, maybe demystify data and pick the right metaphors and the right examples to make it real for the people in their function. >> Right. Right. So Aaron has a lot of great stuff. People can go to the website at alation.com. I'm sure you'll have a link to this, a very prominently displayed, but, and they should and they should check it out and really think about it and think about how it applies to their own situation, their own department, company et cetera. I just wanted to give you the last word before we before we sign off, you know, kind of what was the most you know, kind of positive affirmation or not the most but one or two of the most outcome affirming outcomes of this exercise. And what were one or two of the things that were a little concerning or, you know, kind of surprises on the downside that, that came out of this research? >> Yeah. So I think one thing that was maybe surprising or concerning the biggest one is sort of where we started with that disconnect between, you know, what people would, say as an off the cuff overall assessment and the disconnect between that and what emerges when we go department by department and (indistinct) to be pillars of data culture from such a discovery to data literacy, to data governance. I think that disconnect, you know, should give one pause. I think certainly it should make one think, Hmm. Maybe I shouldn't look from 10,000 feet, but actually be a little more systematic. And considering the framework I use to assess data culture that is the most important thing to my organization. I think though, there's this quote that you move what you measure, just having this hopefully simple but not simplistic yardstick to measure data culture and the data culture index should help people be a little bit more realistic in their quantification and they track their progress, you know, quarter over quarter. So I think that's very promising. I think another thing is that, you know sometimes we ask, how long have you had this initiative? How much progress have you made? And it can sometimes seem like pushing a boulder uphill. Obviously the COVID pandemic and the economic impacts of that has been really tragic and really hard. You know, a tiny silver lining in that is the survey results showed that organizations have really observed a shift in how much they're using data because sometimes things are changing but it's like a frog in boiling water. You don't realize it. And so you just assume that the future is going to look like the recent past and you don't look at the data or you ignore the data or you miss parts of the data. And a lot of organizations said, you know COVID was this really troubling wake up call, but they could even after this crisis is over, producing enduring change which people were consulting data more and making decisions in a more data driven way. >> Yeah, certainly an accelerant that, that is for sure whether you wanted it, didn't want it, thought you had it at the time, didn't have time. You know COVID is definitely digital transformation accelerant and data is certainly the thing that powers that. Well again, it's the Alation State of Data Culture Report available, go check it at alation.com. Aaron always great to catch up and again, thank you for, for doing the work and supporting this research. And I think it's really important stuff. And it's going to be interesting to see how it changes over time. 'Cause that's really when these types of reports really start to add value. >> Thanks for having me, Jeff and I really look forward to discussing some of those trends as the research is completed. >> All right. Thanks a lot, Aaron, take care. Alright. He's Aaron and I'm Jeff. You're watching theCUBE, Palo Alto. Thanks for watching. We'll see you next time. (upbeat music)