>>from around the globe. It's the Cube presenting Cuban cloud brought to you by silicon angle in 2000 >>nine. Hal Varian, Google's chief economist, said that statisticians would be the sexiest job in the coming decade. The modern big data movement >>really >>took off later in the following year. After the Second Hadoop World, which was hosted by Claudette Cloudera in New York City. Jeff Ham Abakar famously declared to me and John further in the Cube that the best minds of his generation, we're trying to figure out how to get people to click on ads. And he said that sucks. The industry was abuzz with the realization that data was the new competitive weapon. Hadoop was heralded as the new data management paradigm. Now, what actually transpired Over the next 10 years on Lee, a small handful of companies could really master the complexities of big data and attract the data science talent really necessary to realize massive returns as well. Back then, Cloud was in the early stages of its adoption. When you think about it at the beginning of the last decade and as the years passed, Maurin Mawr data got moved to the cloud and the number of data sources absolutely exploded. Experimentation accelerated, as did the pace of change. Complexity just overwhelmed big data infrastructures and data teams, leading to a continuous stream of incremental technical improvements designed to try and keep pace things like data Lakes, data hubs, new open source projects, new tools which piled on even Mawr complexity. And as we reported, we believe what's needed is a comm pleat bit flip and how we approach data architectures. Our next guest is Jean Marc de Connie, who is the director of emerging technologies That thought works. John Mark is a software engineer, architect, thought leader and adviser to some of the world's most prominent enterprises. She's, in my view, one of the foremost advocates for rethinking and changing the way we create and manage data architectures. Favoring a decentralized over monolithic structure and elevating domain knowledge is a primary criterion. And how we organize so called big data teams and platforms. Chamakh. Welcome to the Cube. It's a pleasure to have you on the program. >>Hi, David. This wonderful to be here. >>Well, okay, so >>you're >>pretty outspoken about the need for a paradigm shift in how we manage our data and our platforms that scale. Why do you feel we need such a radical change? What's your thoughts there? >>Well, I think if you just look back over the last decades you gave us, you know, a summary of what happened since 2000 and 10. But if even if we go before then what we have done over the last few decades is basically repeating and, as you mentioned, incrementally improving how we've managed data based on a certain assumptions around. As you mentioned, centralization data has to be in one place so we can get value from it. But if you look at the parallel movement off our industry in general since the birth of Internet, we are actually moving towards decentralization. If we think today, like if this move data side, if he said the only way Web would work the only way we get access to you know various applications on the Web pages is to centralize it. We would laugh at that idea, but for some reason we don't. We don't question that when it comes to data, right? So I think it's time to embrace the complexity that comes with the growth of number of sources, the proliferation of sources and consumptions models, you know, embrace the distribution of sources of data that they're not just within one part of organization. They're not just within even bounds of organization there beyond the bounds of organization. And then look back and say Okay, if that's the trend off our industry in general, Um, given the fabric of computation and data that we put in, you know globally in place, then how the architecture and technology and organizational structure incentives need to move to embrace that complexity. And to me, that requires a paradigm shift, a full stack from how we organize our organizations, how we organize our teams, how we, you know, put a technology in place, um, to to look at it from a decentralized angle. >>Okay, so let's let's unpack that a little bit. I mean, you've spoken about and written that today's big architecture and you basically just mentioned that it's flawed, So I wanna bring up. I love your diagrams of a simple diagram, guys, if you could bring up ah, figure one. So on the left here we're adjusting data from the operational systems and other enterprise data sets and, of course, external data. We cleanse it, you know, you've gotta do the do the quality thing and then serve them up to the business. So So what's wrong with that picture that we just described and give granted? It's a simplified form. >>Yeah, quite a few things. So, yeah, I would flip the question may be back to you or the audience if we said that. You know, there are so many sources off the data on the Actually, the data comes from systems and from teams that are very diverse in terms off domains. Right? Domain. If if you just think about, I don't know retail, Uh, the the E Commerce versus Order Management versus customer This is a very diverse domains. The data comes from many different diverse domains. And then we expect to put them under the control off a centralized team, a centralized system. And I know that centralization. Probably if you zoom out, it's centralized. If you zoom in it z compartmentalized based on functions that we can talk about that and we assume that the centralized model will be served, you know, getting that data, making sense of it, cleansing and transforming it then to satisfy in need of very diverse set of consumers without really understanding the domains, because the teams responsible for it or not close to the source of the data. So there is a bit of it, um, cognitive gap and domain understanding Gap, um, you know, without really understanding of how the data is going to be used, I've talked to numerous. When we came to this, I came up with the idea. I talked to a lot of data teams globally just to see, you know, what are the pain points? How are they doing it? And one thing that was evident in all of those conversations that they actually didn't know after they built these pipelines and put the data in whether the data warehouse tables or like, they didn't know how the data was being used. But yet the responsible for making the data available for these diverse set of these cases, So s centralized system. A monolithic system often is a bottleneck. So what you find is, a lot of the teams are struggling with satisfying the needs of the consumers, the struggling with really understanding the data. The domain knowledge is lost there is a los off understanding and kind of in that in that transformation. Often, you know, we end up training machine learning models on data that is not really representative off the reality off the business. And then we put them to production and they don't work because the semantic and the same tax off the data gets lost within that translation. So we're struggling with finding people thio, you know, to manage a centralized system because there's still the technology is fairly, in my opinion, fairly low level and exposes the users of those technologies. I said, Let's say warehouse a lot off, you know, complexity. So in summary, I think it's a bottleneck is not gonna, you know, satisfy the pace of change, of pace, of innovation and the pace of, you know, availability of sources. Um, it's disconnected and fragmented, even though the centralizes disconnected and fragmented from where the data comes from and where the data gets used on is managed by, you know, a team off hyper specialized people that you know, they're struggling to understand the actual value of the data, the actual format of the data, so it's not gonna get us where our aspirations and ambitions need to be. >>Yes. So the big data platform is essentially I think you call it, uh, context agnostic. And so is data becomes, you know, more important, our lives. You've got all these new data sources, you know, injected into the system. Experimentation as we said it with the cloud becomes much, much easier. So one of the blockers that you've started, you just mentioned it is you've got these hyper specialized roles the data engineer, the quality engineer, data scientists and and the It's illusory. I mean, it's like an illusion. These guys air, they seemingly they're independent and in scale independently. But I think you've made the point that in fact, they can't that a change in the data source has an effect across the entire data lifecycle entire data pipeline. So maybe you could maybe you could add some color to why that's problematic for some of the organizations that you work with and maybe give some examples. >>Yeah, absolutely so in fact, that initially the hypothesis around that image came from a Siris of requests that we received from our both large scale and progressive clients and progressive in terms of their investment in data architectures. So this is where clients that they were there were larger scale. They had divers and reached out of domains. Some of them were big technology tech companies. Some of them were retail companies, big health care companies. So they had that diversity off the data and the number off. You know, the sources of the domains they had invested for quite a few years in, you know, generations. If they had multi generations of proprietary data warehouses on print that they were moving to cloud, they had moved to the barriers, you know, revisions of the Hadoop clusters and they were moving to the cloud. And they the challenges that they were facing were simply there were not like, if I want to just, like, you know, simplifying in one phrase, they were not getting value from the data that they were collecting. There were continuously struggling Thio shift the culture because there was so much friction between all of these three phases of both consumption of the data and transformation and making it available consumption from sources and then providing it and serving it to the consumer. So that whole process was full of friction. Everybody was unhappy. So its bottom line is that you're collecting all this data. There is delay. There is lack of trust in the data itself because the data is not representative of the reality has gone through a transformation. But people that didn't understand really what the data was got delayed on bond. So there is no trust. It's hard to get to the data. It's hard to create. Ultimately, it's hard to create value from the data, and people are working really hard and under a lot of pressure. But it's still, you know, struggling. So we often you know, our solutions like we are. You know, Technologies will often pointed to technology. So we go. Okay, This this version of you know, some some proprietary data warehouse we're using is not the right thing. We should go to the cloud, and that certainly will solve our problems. Right? Or warehouse wasn't a good one. Let's make a deal Lake version. So instead of you know, extracting and then transforming and loading into the little bits. And that transformation is that, you know, heavy process, because you fundamentally made an assumption using warehouses that if I transform this data into this multi dimensional, perfectly designed schema that then everybody can run whatever choir they want that's gonna solve. You know everybody's problem, but in reality it doesn't because you you are delayed and there is no universal model that serves everybody's need. Everybody that needs the divers data scientists necessarily don't don't like the perfectly modeled data. They're looking for both signals and the noise. So then, you know, we've We've just gone from, uh, et elles to let's say now to Lake, which is okay, let's move the transformation to the to the last mile. Let's just get load the data into, uh into the object stores into semi structured files and get the data. Scientists use it, but they're still struggling because the problems that we mentioned eso then with the solution. What is the solution? Well, next generation data platform, let's put it on the cloud, and we sell clients that actually had gone through, you know, a year or multiple years of migration to the cloud. But with it was great. 18 months I've seen, you know, nine months migrations of the warehouse versus two year migrations of the various data sources to the clubhouse. But ultimately, the result is the same on satisfy frustrated data users, data providers, um, you know, with lack of ability to innovate quickly on relevant data and have have have an experience that they deserve toe have have a delightful experience off discovering and exploring data that they trust. And all of that was still a missed so something something else more fundamentally needed to change than just the technology. >>So then the linchpin to your scenario is this notion of context and you you pointed out you made the other observation that look, we've made our operational systems context aware. But our data platforms are not on bond like CRM system sales guys very comfortable with what's in the CRM system. They own the data. So let's talk about the answer that you and your colleagues are proposing. You're essentially flipping the architecture whereby those domain knowledge workers, the builders, if you will, of data products or data services there now, first class citizens in the data flow and they're injecting by design domain knowledge into the system. So So I wanna put up another one of your charts. Guys, bring up the figure to their, um it talks about, you know, convergence. You showed data distributed domain, dream and architecture. Er this self serve platform design and this notion of product thinking. So maybe you could explain why this approach is is so desirable, in your view, >>sure. The motivation and inspiration for the approach came from studying what has happened over the last few decades in operational systems. We had a very similar problem prior to micro services with monolithic systems, monolithic systems where you know the bottleneck. Um, the changes we needed to make was always, you know, our fellow Noto, how the architecture was centralized and we found a nice nation. I'm not saying this is the perfect way of decoupling a monolith, but it's a way that currently where we are in our journey to become data driven, um is a nice place to be, um, which is distribution or decomposition off your system as well as organization. I think when we whenever we talk about systems, we've got to talk about people and teams that's responsible for managing those systems. So the decomposition off the systems and the teams on the data around domains because that's how today we are decoupling our business, right? We're decoupling our businesses around domains, and that's a that's a good thing and that What does that do really for us? What it does? Is it localizes change to the bounded context of fact business. It creates clear boundary and interfaces and contracts between the rest of the universe of the organization on that particular team, so removes the friction that often we have for both managing the change and both serving data or capability. So it's the first principle of data meshes. Let's decouple this world off analytical data the same to mirror the same way we have to couple their systems and teams and business why data is any different. And the moment you do that, So you, the moment you bring the ownership to people who understands the data best, then you get questions that well, how is that any different from silence that's connected databases that we have today and nobody can get to the data? So then the rest of the principles is really to address all of the challenges that comes with this first principle of decomposition around domain Context on the second principle is well, we have to expect a certain level off quality and accountability and responsibility for the teams that provide the data. So let's bring product thinking and treating data as a product to the data that these teams now, um share and let's put accountability around. And we need a new set of incentives and metrics for domain teams to share the data. We need to have a new set off kind of quality metrics that define what it means for the data to be a product. And we can go through that conversation perhaps later eso then the second principle is okay. The teams now that are responsible, the domain teams responsible for the analytical data need to provide that data with a certain level of quality and assurance. Let's call that a product and bring products thinking to that. And then the next question you get asked off by C. E. O s or city or the people who build the infrastructure and, you know, spend the money. They said, Well, it's actually quite complex to manage big data, and now we're We want everybody, every independent team to manage the full stack of, you know, storage and computation and pipelines and, you know, access, control and all of that. And that's well, we have solved that problem in operational world. And that requires really a new level of platform thinking toe provide infrastructure and tooling to the domain teams to now be able to manage and serve their big data. And that I think that requires reimagining the world of our tooling and technology. But for now, let's just assume that we need a new level of abstraction to hide away ton of complexity that unnecessarily people get exposed to and that that's the third principle of creating Selves of infrastructure, um, to allow autonomous teams to build their domains. But then the last pillar, the last you know, fundamental pillar is okay. Once you distributed problem into a smaller problems that you found yourself with another set of problems, which is how I'm gonna connect this data, how I'm gonna you know, that the insights happens and emerges from the interconnection of the data domains right? It does not necessarily locked into one domain. So the concerns around interoperability and standardization and getting value as a result of composition and interconnection of these domains requires a new approach to governance. And we have to think about governance very differently based on a Federated model and based on a computational model. Like once we have this powerful self serve platform, we can computational e automate a lot of governance decisions. Um, that security decisions and policy decisions that applies to you know, this fabric of mesh not just a single domain or not in a centralized. Also, really. As you mentioned that the most important component of the emissions distribution of ownership and distribution of architecture and data the rest of them is to solve all the problems that come with that. >>So very powerful guys. We actually have a picture of what Jamaat just described. Bring up, bring up figure three, if you would tell me it. Essentially, you're advocating for the pushing of the pipeline and all its various functions into the lines of business and abstracting that complexity of the underlying infrastructure, which you kind of show here in this figure, data infrastructure is a platform down below. And you know what I love about this Jama is it to me, it underscores the data is not the new oil because I could put oil in my car I can put in my house, but I can't put the same court in both places. But I think you call it polyglot data, which is really different forms, batch or whatever. But the same data data doesn't follow the laws of scarcity. I can use the same data for many, many uses, and that's what this sort of graphic shows. And then you brought in the really important, you know, sticking problem, which is that you know the governance which is now not a command and control. It's it's Federated governance. So maybe you could add some thoughts on that. >>Sure, absolutely. It's one of those I think I keep referring to data much as a paradigm shift. And it's not just to make it sound ground and, you know, like, kind of ground and exciting or in court. And it's really because I want to point out, we need to question every moment when we make a decision around how we're going to design security or governance or modeling off the data, we need to reflect and go back and say, um, I applying some of my cognitive biases around how I have worked for the last 40 years, I have seen it work. Or do I do I really need to question. And we do need to question the way we have applied governance. I think at the end of the day, the rule of the data governance and objective remains the same. I mean, we all want quality data accessible to a diverse set of users. And these users now have different personas, like David, Personal data, analyst data, scientists, data application, Um, you know, user, very diverse personal. So at the end of the day, we want quality data accessible to them, um, trustworthy in in an easy consumable way. Um, however, how we get there looks very different in as you mentioned that the governance model in the old world has been very commander control, very centralized. Um, you know, they were responsible for quality. They were responsible for certification off the data, you know, applying making sure the data complies. But also such regulations Make sure you know, data gets discovered and made available in the world of the data mesh. Really. The job of the data governance as a function becomes finding that equilibrium between what decisions need to be um, you know, made and enforced globally. And what decisions need to be made locally so that we can have an interoperable measure. If data sets that can move fast and can change fast like it's really about instead of hardest, you know, kind of putting the putting those systems in a straitjacket of being constant and don't change, embrace, change and continuous change of landscape because that's that's just the reality we can't escape. So the role of governance really the governance model called Federated and Computational. And by that I mean, um, every domain needs to have a representative in the governance team. So the role of the data or domain data product owner who really were understand the data that domain really well but also wears that hacks of a product owner. It is an important role that had has to have a representation in the governance. So it's a federation off domains coming together, plus the SMEs and people have, you know, subject matter. Experts who understands the regulations in that environmental understands the data security concerns, but instead off trying to enforce and do this as a central team. They make decisions as what need to be standardized, what need to be enforced. And let's push that into that computational E and in an automated fashion into the into the camp platform itself. For example, instead of trying to do that, you know, be part of the data quality pipeline and inject ourselves as people in that process, let's actually, as a group, define what constitutes quality, like, how do we measure quality? And then let's automate that and let Z codify that into the platform so that every native products will have a C I City pipeline on as part of that pipeline. Those quality metrics gets validated and every day to product needs to publish those SLOC or service level objectives. So you know, whatever we choose as a measure of quality, maybe it's the, you know, the integrity of the data, the delay in the data, the liveliness of it, whatever the are the decisions that you're making, let's codify that. So it's, um, it's really, um, the role of the governance. The objectives of the governance team tried to satisfies the same, but how they do it. It is very, very different. I wrote a new article recently trying to explain the logical architecture that would emerge from applying these principles. And I put a kind of light table to compare and contrast the roll off the You know how we do governance today versus how we will do it differently to just give people a flavor of what does it mean to embrace the centralization? And what does it mean to embrace change and continuous change? Eso hopefully that that that could be helpful. >>Yes, very so many questions I haven't but the point you make it to data quality. Sometimes I feel like quality is the end game. Where is the end game? Should be how fast you could go from idea to monetization with the data service. What happens again? You sort of address this, but what happens to the underlying infrastructure? I mean, spinning a PC to S and S three buckets and my pie torches and tensor flows. And where does that that lives in the business? And who's responsible for that? >>Yeah, that's I'm glad you're asking this question. Maybe because, um, I truly believe we need to re imagine that world. I think there are many pieces that we can use Aziz utilities on foundational pieces, but I but I can see for myself a 5 to 7 year roadmap of building this new tooling. I think, in terms of the ownership, the question around ownership, if that would remains with the platform team, but and perhaps the domain agnostic, technology focused team right that there are providing instead of products themselves. And but the products are the users off those products are data product developers, right? Data domain teams that now have really high expectations in terms of low friction in terms of lead time to create a new data product. Eso We need a new set off tooling, and I think with the language needs to shift from, You know, I need a storage buckets. So I need a storage account. So I need a cluster to run my, you know, spark jobs, too. Here's the declaration of my data products. This is where the data for it will come from. This is the data that I want to serve. These are the policies that I need toe apply in terms of perhaps encryption or access control. Um, go make it happen. Platform, go provision, Everything that I mean so that as a data product developer. All I can focus on is the data itself, representation of semantic and representation of the syntax. And make sure that data meets the quality that I have that I have to assure and it's available. The rest of provisioning of everything that sits underneath will have to get taken care of by the platform. And that's what I mean by requires a re imagination and in fact, Andi, there will be a data platform team, the data platform teams that we set up for our clients. In fact, themselves have a favorite of complexity. Internally, they divide into multiple teams multiple planes, eso there would be a plane, as in a group of capabilities that satisfied that data product developer experience, there would be a set of capabilities that deal with those need a greatly underlying utilities. I call it at this point, utilities, because to me that the level of abstraction of the platform is to go higher than where it is. So what we call platform today are a set of utilities will be continuing to using will be continuing to using object storage, will continue using relation of databases and so on so there will be a plane and a group of people responsible for that. There will be a group of people responsible for capabilities that you know enable the mesh level functionality, for example, be able to correlate and connects. And query data from multiple knows. That's a measure level capability to be able to discover and explore the measure data products as a measure of capability. So it would be set of teams as part of platforms with a strong again platform product thinking embedded and product ownership embedded into that. To satisfy the experience of this now business oriented domain data team teams s way have a lot of work to do. >>I could go on. Unfortunately, we're out of time. But I guess my first I want to tell people there's two pieces that you put out so far. One is, uh, how to move beyond a monolithic data lake to a distributed data mesh. You guys should read that in a data mesh principles and logical architectures kind of part two. I guess my last question in the very limited time we have is our organization is ready for this. >>E think the desire is there I've bean overwhelmed with number off large and medium and small and private and public governments and federal, you know, organizations that reached out to us globally. I mean, it's not This is this is a global movement and I'm humbled by the response of the industry. I think they're the desire is there. The pains are really people acknowledge that something needs to change. Here s so that's the first step. I think that awareness isa spreading organizations. They're more and more becoming aware. In fact, many technology providers are reach out to us asking what you know, what shall we do? Because our clients are asking us, You know, people are already asking We need the data vision. We need the tooling to support. It s oh, that awareness is there In terms of the first step of being ready, However, the ingredients of a successful transformation requires top down and bottom up support. So it requires, you know, support from Chief Data Analytics officers or above the most successful clients that we have with data. Make sure the ones that you know the CEOs have made a statement that, you know, we want to change the experience of every single customer using data and we're going to do, we're going to commit to this. So the investment and support, you know, exists from top to all layers. The engineers are excited that maybe perhaps the traditional data teams are open to change. So there are a lot of ingredients. Substance to transformation is to come together. Um, are we really ready for it? I think I think the pioneers, perhaps the innovators. If you think about that innovation, careful. My doctors, probably pioneers and innovators and leaders. Doctors are making making move towards it. And hopefully, as the technology becomes more available, organizations that are less or in, you know, engineering oriented, they don't have the capability in house today, but they can buy it. They would come next. Maybe those are not the ones who aren't quite ready for it because the technology is not readily available. Requires, you know, internal investment today. >>I think you're right on. I think the leaders are gonna lead in hard, and they're gonna show us the path over the next several years. And I think the the end of this decade is gonna be defined a lot differently than the beginning. Jammeh. Thanks so much for coming in. The Cuban. Participate in the >>program. Pleasure head. >>Alright, Keep it right. Everybody went back right after this short break.

>>from around the globe. It's the Cube presenting innovation for good, brought to you by on shape. >>Hello, everyone, and welcome to Innovation for Good Program, hosted by the Cuban. Brought to You by on Shape, which is a PTC company. My name is Dave Valentin. I'm coming to you from our studios outside of Boston. I'll be directing the conversations today. It's a very exciting, all live program. We're gonna look at how product innovation has evolved and where it's going and how engineers, entrepreneurs and educators are applying cutting edge, cutting edge product development techniques and technology to change our world. You know, the pandemic is, of course, profoundly impacted society and altered how individuals and organizations they're gonna be thinking about an approaching the coming decade. Leading technologists, engineers, product developers and educators have responded to the new challenges that we're facing from creating lifesaving products to helping students learn from home toe how to apply the latest product development techniques and solve the world's hardest problems. And in this program, you'll hear from some of the world's leading experts and practitioners on how product development and continuous innovation has evolved, how it's being applied toe positive positively affect society and importantly where it's going in the coming decades. So let's get started with our first session fueling Tech for good. And with me is John Hirschbeck, who is the president of the Suffers, a service division of PTC, which acquired on shape just over a year ago, where John was the CEO and co founder, and Dana Grayson is here. She is the co founder and general partner at Construct Capital, a new venture capital firm. Folks, welcome to the program. Thanks so much for coming on. >>Great to be here, Dave. >>All right, John. >>You're very welcome. Dana. Look, John, let's get into it for first Belated congratulations on the acquisition of Von Shape. That was an awesome seven year journey for your company. Tell our audience a little bit about the story of on shape, but take us back to Day zero. Why did you and your co founders start on shape? Well, >>actually, start before on shaping the You know, David, I've been in this business for almost 40 years. The business of building software tools for product developers and I had been part of some previous products in the industry and companies that had been in their era. Big changes in this market and about, you know, a little Before founding on shape, we started to see the problems product development teams were having with the traditional tools of that era years ago, and we saw the opportunity presented by Cloud Web and Mobile Technology. And we said, Hey, we could use Cloud Web and Mobile to solve the problems of product developers make their Their business is run better. But we have to build an entirely new system, an entirely new company, to do it. And that's what on shapes about. >>Well, so notwithstanding the challenges of co vid and difficulties this year, how is the first year been as, Ah, division of PTC for you guys? How's business? Anything you can share with us? >>Yeah, our first year of PTC has been awesome. It's been, you know, when you get acquired, Dave, you never You know, you have great optimism, but you never know what life will really be like. It's sort of like getting married or something, you know, until you're really doing it, you don't know. And so I'm happy to say that one year into our acquisition, um, PTC on shape is thriving. It's worked out better than I could have imagined a year ago. Along always, I mean sales are up. In Q four, our new sales rate grew 80% vs Excuse me, our fiscal Q four Q three. In the calendar year, it grew 80% compared to the year before. Our educational uses skyrocketing with around 400% growth, most recently year to year of students and teachers and co vid. And we've launched a major cloud platform using the core of on shape technology called Atlas. So, um, just tons of exciting things going on a TTC. >>That's awesome. But thank you for sharing some of those metrics. And of course, you're very humble individual. You know, people should know a little bit more about you mentioned, you know, we founded Solid Works, co founded Solid where I actually found it solid works. You had a great exit in the in the late nineties. But what I really appreciate is, you know, you're an entrepreneur. You've got a passion for the babies that you you helped birth. You stayed with the salt systems for a number of years. The company that quiet, solid works well over a decade. And and, of course, you and I have talked about how you participated in the the M I T. Blackjack team. You know, back in the day, a zai say you're very understated, for somebody was so accomplished. Well, >>that's kind of you, but I tend to I tend Thio always keep my eye more on what's ahead. You know what's next, then? And you know, I look back Sure to enjoy it and learn from it about what I can put to work making new memories, making new successes. >>Love it. Okay, let's bring Dana into the conversation. Hello, Dana. You look you're a fairly early investor in in on shape when you were with any A And and I think it was like it was a serious B, but it was very right close after the A raise. And and you were and still are a big believer in industrial transformation. So take us back. What did you see about on shape back then? That excited you. >>Thanks. Thanks for that. Yeah. I was lucky to be a early investment in shape. You know, the things that actually attracted me. Don shape were largely around John and, uh, the team. They're really setting out to do something, as John says humbly, something totally new, but really building off of their background was a large part of it. Um, but, you know, I was really intrigued by the design collaboration side of the product. Um, I would say that's frankly what originally attracted me to it. What kept me in the room, you know, in terms of the industrial world was seeing just if you start with collaboration around design what that does to the overall industrial product lifecycle accelerating manufacturing just, you know, modernizing all the manufacturing, just starting with design. So I'm really thankful to the on shape guys, because it was one of the first investments I've made that turned me on to the whole sector. And while just such a great pleasure to work with with John and the whole team there. Now see what they're doing inside PTC. >>And you just launched construct capital this year, right in the middle of a pandemic and which is awesome. I love it. And you're focused on early stage investing. Maybe tell us a little bit about construct capital. What your investment thesis is and you know, one of the big waves that you're hoping to ride. >>Sure, it construct it is literally lifting out of any what I was doing there. Um uh, for on shape, I went on to invest in companies such as desktop metal and Tulip, to name a couple of them form labs, another one in and around the manufacturing space. But our thesis that construct is broader than just, you know, manufacturing and industrial. It really incorporates all of what we'd call foundational industries that have let yet to be fully tech enabled or digitized. Manufacturing is a big piece of it. Supply chain, logistics, transportation of mobility or not, or other big pieces of it. And together they really drive, you know, half of the GDP in the US and have been very under invested. And frankly, they haven't attracted really great founders like they're on in droves. And I think that's going to change. We're seeing, um, entrepreneurs coming out of the tech world orthe Agnelli into these industries and then bringing them back into the tech world, which is which is something that needs to happen. So John and team were certainly early pioneers, and I think, you know, frankly, obviously, that voting with my feet that the next set, a really strong companies are going to come out of the space over the next decade. >>I think it's a huge opportunity to digitize the sort of traditionally non digital organizations. But Dana, you focused. I think it's it's accurate to say you're focused on even Mawr early stage investing now. And I want to understand why you feel it's important to be early. I mean, it's obviously riskier and reward e er, but what do you look for in companies and and founders like John >>Mhm, Um, you know, I think they're different styles of investing all the way up to public market investing. I've always been early stage investors, so I like to work with founders and teams when they're, you know, just starting out. Um, I happened to also think that we were just really early in the whole digital transformation of this world. You know, John and team have been, you know, back from solid works, etcetera around the space for a long time. But again, the downstream impact of what they're doing really changes the whole industry. And and so we're pretty early and in digitally transforming that market. Um, so that's another reason why I wanna invest early now, because I do really firmly believe that the next set of strong companies and strong returns for my own investors will be in the spaces. Um, you know, what I look for in Founders are people that really see the world in a different way. And, you know, sometimes some people think of founders or entrepreneurs is being very risk seeking. You know, if you asked John probably and another successful entrepreneurs, they would call themselves sort of risk averse, because by the time they start the company, they really have isolated all the risk out of it and think that they have given their expertise or what they're seeing their just so compelled to go change something, eh? So I look for that type of attitude experience a Z. You can also tell from John. He's fairly humble. So humility and just focus is also really important. Um, that there's a That's a lot of it. Frankly, >>Excellent. Thank you, John. You got such a rich history in the space. Uh, and one of you could sort of connect the dots over time. I mean, when you look back, what were the major forces that you saw in the market in in the early days? Particularly days of on shape on? And how is that evolved? And what are you seeing today? Well, >>I think I touched on it earlier. Actually, could I just reflect on what Dana said about risk taking for just a quick one and say, throughout my life, from blackjack to starting solid works on shape, it's about taking calculated risks. Yes, you try to eliminate the risk Sa's much as you can, but I always say, I don't mind taking a risk that I'm aware of, and I've calculated through as best I can. I don't like taking risks that I don't know I'm taking. That's right. You >>like to bet on >>sure things as much as you sure things, or at least where you feel you. You've done the research and you see them and you know they're there and you know, you, you you keep that in mind in the room, and I think that's great. And Dana did so much for us. Dana, I want to thank you again. For all that, you did it every step of the way, from where we started to to, you know, your journey with us ended formally but continues informally. Now back to you, Dave, I think, question about the opportunity and how it's shaped up. Well, I think I touched on it earlier when I said It's about helping product developers. You know, our customers of the people build the future off manufactured goods. Anything you think of that would be manufacturing factory. You know, the chair you're sitting in machine that made your coffee. You know, the computer you're using, the trucks that drive by on the street, all the covert product research, the equipment being used to make vaccines. All that stuff is designed by someone, and our job is given the tools to do it better. And I could see the problems that those product developers had that we're slowing them down with using the computing systems of the time. When we built solid works, that was almost 30 years ago. If people don't realize that it was in the early >>nineties and you know, we did the >>best we could for the early nineties, but what we did. We didn't anticipate the world of today. And so people were having problems with just installing the systems. Dave, you wouldn't believe how hard it is to install these systems. You need toe speck up a special windows computer, you know, and make sure you've got all the memory and graphics you need and getting to get that set up. You need to make sure the device drivers air, right, install a big piece of software. Ah, license key. I'm not making this up. They're still around. You may not even know what those are. You know, Dennis laughing because, you know, zero cool people do things like this anymore. Um, and it only runs some windows. You want a second user to use it? They need a copy. They need a code. Are they on the same version? It's a nightmare. The teams change, you know? You just say, Well, get everyone on the software. Well, who's everyone? You know, you got a new vendor today? A new customer tomorrow, a new employee. People come on and off the team. The other problem is the data stored in files, thousands of files. This isn't like a spreadsheet or word processor, where there's one file to pass around these air thousands of files to make one, even a simple product. People were tearing their hair out. John, what do we do? I've got copies everywhere. I don't know where the latest version is. We tried like, you know, locking people out so that only one person can change it At the time that works against speed, it works against innovation. We saw what was happening with Cloud Web and mobile. So what's happened in the years since is every one of the forces that product developers experience the need for speed, the need for innovation, the need to be more efficient with their people in their capital. Resource is every one of those trends have been amplified since we started on shape by a lot of forces in the world. And covert is amplified all those the need for agility and remote work cove it is amplified all that the same time, The acceptance of cloud. You know, a few years ago, people were like cloud, you know, how is that gonna work now They're saying to me, You know, increasingly, how would you ever even have done this without the cloud. How do you make solid works work without the cloud? How would that even happen? You know, once people understand what on shapes about >>and we're the >>Onley full SAS solution software >>as a service, >>full SAS solution in our industry. So what's happened in those years? Same problems we saw earlier, but turn up the gain, their bigger problems. And with cloud, we've seen skepticism of years ago turn into acceptance. And now even embracement in the cova driven new normal. >>Yeah. So a lot of friction in the previous environments cloud obviously a huge factor on, I guess. I guess Dana John could see it coming, you know, in the early days of solid works with, you know, had Salesforce, which is kind of the first major independent SAS player. Well, I guess that was late nineties. So his post solid works, but pre in shape and their work day was, you know, pre on shape in the mid two thousands. And and but But, you know, the bet was on the SAS model was right for Crick had and and product development, you know, which maybe the time wasn't a no brainer. Or maybe it was, I don't know, but Dana is there. Is there anything that you would invest in today? That's not Cloud based? >>Um, that's a great question. I mean, I think we still see things all the time in the manufacturing world that are not cloud based. I think you know, the closer you get to the shop floor in the production environment. Um e think John and the PTC folks would agree with this, too, but that it's, you know, there's reliability requirements, performance requirements. There's still this attitude of, you know, don't touch the printing press. So the cloud is still a little bit scary sometimes. And I think hybrid cloud is a real thing for those or on premise. Solutions, in some cases is still a real thing. What what we're more focused on. And, um, despite whether it's on premise or hybrid or or SAS and Cloud is a frictionless go to market model, um, in the companies we invest in so sass and cloud, or really make that easy to adopt for new users, you know, you sign up, started using a product, um, but whether it's hosted in the cloud, whether it's as you can still distribute buying power. And, um, I would I'm just encouraging customers in the customer world and the more industrial environment to entrust some of their lower level engineers with more budget discretionary spending so they can try more products and unlock innovation. >>Right? The unit economics are so compelling. So let's bring it, you know, toe today's you know, situation. John, you decided to exit about a year ago. You know? What did you see in PTC? Other than the obvious money? What was the strategic fit? >>Yeah, Well, David, I wanna be clear. I didn't exit anything. Really? You >>know, I love you and I don't like that term exit. I >>mean, Dana had exit is a shareholder on and so it's not It's not exit for me. It's just a step in the journey. What we saw in PTC was a partner. First of all, that shared our vision from the top down at PTC. Jim Hempleman, the CEO. He had a great vision for for the impact that SAS can make based on cloud technology and really is Dana of highlighted so much. It's not just the technology is how you go to market and the whole business being run and how you support and make the customers successful. So Jim shared a vision for the potential. And really, really, um said Hey, come join us and we can do this bigger, Better, faster. We expanded the vision really to include this Atlas platform for hosting other SAS applications. That P D. C. I mean, David Day arrived at PTC. I met the head of the academic program. He came over to me and I said, You know, and and how many people on your team? I thought he'd say 5 40 people on the PTC academic team. It was amazing to me because, you know, we were we were just near about 100 people were required are total company. We didn't even have a dedicated academic team and we had ah, lot of students signing up, you know, thousands and thousands. Well, now we have hundreds of thousands of students were approaching a million users and that shows you the power of this team that PTC had combined with our product and technology whom you get a big success for us and for the teachers and students to the world. We're giving them great tools. So so many good things were also putting some PTC technology from other parts of PTC back into on shape. One area, a little spoiler, little sneak peek. Working on taking generative design. Dana knows all about generative design. We couldn't acquire that technology were start up, you know, just to too much to do. But PTC owns one of the best in the business. This frustrated technology we're working on putting that into on shaping our customers. Um, will be happy to see it, hopefully in the coming year sometime. >>It's great to see that two way exchange. Now, you both know very well when you start a company, of course, a very exciting time. You know, a lot of baggage, you know, our customers pulling you in a lot of different directions and asking you for specials. You have this kind of clean slate, so to speak in it. I would think in many ways, John, despite you know, your install base, you have a bit of that dynamic occurring today especially, you know, driven by the forced march to digital transformation that cove it caused. So when you sit down with the team PTC and talk strategy. You now have more global resource is you got cohorts selling opportunities. What's the conversation like in terms of where you want to take the division? >>Well, Dave, you actually you sounds like we should have you coming in and talking about strategy because you've got the strategy down. I mean, we're doing everything said global expansion were able to reach across selling. We got some excellent PTC customers that we can reach reach now and they're finding uses for on shape. I think the plan is to, you know, just go, go, go and grow, grow, grow where we're looking for this year, priorities are expand the product. I mentioned the breath of the product with new things PTC did recently. Another technology that they acquired for on shape. We did an acquisition. It was it was small, wasn't widely announced. It, um, in an area related to interfacing with electrical cad systems. So So we're doing We're expanding the breath of on shape. We're going Maura, depth in the areas were already in. We have enormous opportunity to add more features and functions that's in the product. Go to market. You mentioned it global global presence. That's something we were a little light on a year ago. Now we have a team. Dana may not even know what we have. A non shape, dedicated team in Barcelona, based in Barcelona but throughout Europe were doing multiple languages. Um, the academic program just introduced a new product into that space that z even fueling more success and growth there. Um, and of course, continuing to to invest in customer success and this Atlas platform story I keep mentioning, we're going to soon have We're gonna soon have four other major PTC brands shipping products on our Atlas Saas platform. And so we're really excited about that. That's good for the other PTC products. It's also good for on shape because now there's there's. There's other interesting products that are on shape customers can use take advantage of very easily using, say, a common log in conventions about user experience there, used to invest of all they're SAS based, so they that makes it easier to begin with. So that's some of the exciting things going on. I think you'll see PTC, um, expanding our lead in SAS based applications for this sector for our our target, uh, sectors not just in, um, in cat and data management, but another area. PTC's Big and his augmented reality with of euphoria, product line leader and industrial uses of a R. That's a whole other story we should do. A whole nother show augmented reality. But these products are amazing. You can you can help factory workers people on, uh, people who are left out of the digital transformation. Sometimes we're standing from machine >>all day. >>They can't be sitting like we are doing Zoom. They can wear a R headset in our tools, let them create great content. This is an area Dana is invested in other companies. But what I wanted to note is the new releases of our authoring software. For this, our content getting released this month, used through the Atlas platform, the SAS components of on shape for things like revision management and collaboration on duh workflow activity. All that those are tools that we're able to share leverage. We get a lot of synergy. It's just really good. It's really fun to have a good time. That's >>awesome. And then we're gonna be talking to John MacLean later about that. Let's do a little deeper Dive on that. And, Dana, what is your involvement today with with on shape? But you're looking for you know, which of their customers air actually adopting. And they're gonna disrupt their industries. And you get good pipeline from that. How do you collaborate today? >>That sounds like a great idea. Um, Aziz, John will tell you I'm constantly just asking him for advice and impressions of other entrepreneurs and picking his brain on ideas. No formal relationship clearly, but continue to count John and and John and other people in on shaping in the circle of experts that I rely on for their opinions. >>All right, so we have some questions from the crowd here. Uh, one of the questions is for the dream team. You know, John and Dana. What's your next next collective venture? I don't think we're there yet, are we? No. >>I just say, as Dana said, we love talking to her about. You know, Dana, you just returned the compliment. We would try and give you advice and the deals you're looking at, and I'm sort of casually mentoring at least one of your portfolio entrepreneurs, and that's been a lot of fun for May on, hopefully a value to them. But also Dana. We uran important pipeline to us in the world of some new things that are happening that we wouldn't see if you know you've shown us some things that you've said. What do you think of this business? And for us, it's like, Wow, it's cool to see that's going on And that's what's supposed to work in an ecosystem like this. So we we deeply value the ongoing relationship. And no, we're not starting something new. I got a lot of work left to do with what I'm doing and really happy. But we can We can collaborate in this way on other ventures. >>I like this question to somebody asking With the cloud options like on shape, Wilmore students have stem opportunities s Oh, that's a great question. Are you because of sass and cloud? Are you able to reach? You know, more students? Much more cost effectively. >>Yeah, Dave, I'm so glad that that that I was asked about this because Yes, and it's extremely gratified us. Yes, we are because of cloud, because on shape is the only full cloud full SAS system or industry were able to reach. Stem education brings able to be part of bringing step education to students who couldn't get it otherwise. And one of most gratifying gratifying things to me is the emails were getting from teachers, um, that that really, um, on the phone calls that were they really pour their heart out and say We're able to get to students in areas that have very limited compute resource is that don't have an I T staff where they don't know what computer that the students can have at home, and they probably don't even have a computer. We're talking about being able to teach them on a phone to have an android phone a low end android phone. You can do three D modeling on there with on shape. Now you can't do it any other system, but with on shape, you could do it. And so the teacher can say to the students, They have to have Internet access, and I know there's a huge community that doesn't even have Internet access, and we're not able, unfortunately to help that. But if you have Internet and you have even an android phone, we can enable the educator to teach them. And so we have case after case of saving a stem program or expanding it into the students that need it most is the ones we're helping here. So really excited about that. And we're also able to let in addition to the run on run on whatever computing devices they have, we also offer them the tools they need for remote teaching with a much richer experience. Could you teach solid works remotely? Well, maybe if the student ran it had a windows workstation. You know, big, big, high end workstation. Maybe it could, but it would be like the difference between collaborating with on shape and collaborate with solid works. Like the difference between a zoom video call and talking on the landline phone. You know, it's a much richer experience, and that's what you need. And stem teaching stem is hard, So yeah, we're super super. Um, I'm excited about bringing stem to more students because of cloud yond >>we're talking about innovation for good, and then the discussion, John, you just had it. Really? There could be a whole another vector here. We could discuss on diversity, and I wanna end with just pointing out. So, Dana, your new firm, it's a woman led firm, too. Two women leaders, you know, going forward. So that's awesome to see, so really? Yeah, thumbs up on that. Congratulations on getting that off the ground. >>Thank you. Thank you. >>Okay, so thank you guys. Really appreciate It was a great discussion. I learned a lot and I'm sure the audience did a swell in a moment. We're gonna talk with on shaped customers to see how they're applying tech for good and some of the products that they're building. So keep it right there. I'm Dave Volonte. You're watching innovation for good on the Cube, the global leader in digital tech event coverage. Stay right there. >>Oh, yeah, it's >>yeah, yeah, around >>the globe. It's the Cube presenting innovation for good. Brought to you by on shape. >>Okay, we're back. This is Dave Volonte and you're watching innovation for good. A program on Cuba 3 65 made possible by on shape of PTC company. We're live today really live tv, which is the heritage of the Cube. And now we're gonna go to the sources and talkto on shape customers to find out how they're applying technology to create real world innovations that are changing the world. So let me introduce our panel members. Rafael Gomez Furberg is with the Chan Zuckerberg bio hub. A very big idea. And collaborative nonprofit was initiative that was funded by Mark Zuckerberg and his wife, Priscilla Chan, and really around diagnosing and curing and better managing infectious diseases. So really timely topic. Philip Tabor is also joining us. He's with silver side detectors, which develops neutron detective detection systems. Yet you want to know if early, if neutrons and radiation or in places where you don't want them, So this should be really interesting. And last but not least, Matthew Shields is with the Charlottesville schools and is gonna educate us on how he and his team are educating students in the use of modern engineering tools and techniques. Gentlemen, welcome to the Cuban to the program. This should be really interesting. Thanks for coming on. >>Hi. Or pleasure >>for having us. >>You're very welcome. Okay, let me ask each of you because you're all doing such interesting and compelling work. Let's start with Rafael. Tell us more about the bio hub and your role there, please. >>Okay. Yeah. So you said that I hope is a nonprofit research institution, um, funded by Mark Zuckerberg and his wife, Priscilla Chan. Um, and our main mission is to develop new technologies to help advance medicine and help, hopefully cure and manage diseases. Um, we also have very close collaborations with Universe California, San Francisco, Stanford University and the University California Berkeley on. We tried to bring those universities together, so they collaborate more of biomedical topics. And I manage a team of engineers. They by joining platform. Um, and we're tasked with creating instruments for the laboratory to help the scientist boats inside the organization and also in the partner universities Do their experiments in better ways in ways that they couldn't do before >>in this edition was launched Well, five years ago, >>it was announced at the end of 2016, and we actually started operation with at the beginning of 2017, which is when I joined, um, So this is our third year. >>And how's how's it going? How does it work? I mean, these things take time. >>It's been a fantastic experience. Uh, the organization works beautifully. Um, it was amazing to see it grow From the beginning, I was employee number 12, I think eso When I came in, it was just a nem P office building and empty labs. And very quickly we had something running about. It's amazing eso I'm very proud of the work that we have done to make that possible. Um And then, of course, that's you mentioned now with co vid, um, we've been able to do a lot of very cool work attire being of the pandemic in March, when there was a deficit of testing, uh, capacity in California, we spun up a testing laboratory in record time in about a week. It was crazy. It was a crazy project, Um, but but incredibly satisfying. And we ended up running all the way until the beginning of November, when the lab was finally shut down. We could process about 3000 samples a day. I think at the end of it all, we were able to test about 100 on the order of 100 and 50,000 samples from all over the state. We were providing free testing toe all of the Department of Public Health Department of Public Health in California, which at the media pandemic, had no way to do testing affordably and fast. So I think that was a great service to the state. Now the state has created that testing system that would serve those departments. So then we decided that it was unnecessary to keep going with testing in the other biopsy that would shut down. >>All right. Thank you for that. Now, Now, Philip, you What you do is mind melting. You basically helped keep the world safe. Maybe describe a little bit more about silver sod detectors and what your role is there and how it all works. >>Tour. So we make a nuclear bomb detectors and we also make water detectors. So we try and do our part thio keep the world from blowing up and make it a better place at the same time. Both of these applications use neutron radiation detectors. That's what we make. Put them out by import border crossing places like that. They can help make sure that people aren't smuggling. Shall we say very bad things. Um, there's also a burgeoning field of research and application where you can use neutrons with some pretty cool physics to find water so you could do things. Like what? A detector up in the mountains and measure snowpack. Put it out in the middle of the field and measure soil moisture content. And as you might imagine, there's some really cool applications in, uh, research and agronomy and public policy for this. >>All right, so it's OK, so it's a It's much more than, you know, whatever fighting terrorism, it's there's a riel edge or I kind of i o t application for what you guys >>do. We do both its's to plowshares. You might >>say a mat. I I look at your role is kind of scaling the brain power for for the future. Maybe tell us more about Charlottesville schools and in the mission that you're pursuing and what you do. >>Thank you. Um, I've been in Charlottesville City schools for about 11 or 12 years. I started their teaching, um, a handful of classes, math and science and things like that. But Thescore board and my administration had the crazy idea of starting an engineering program about seven years ago. My background is an engineering is an engineering. My masters is in mechanical and aerospace engineering and um, I basically spent a summer kind of coming up with what might be a fun engineering curriculum for our students. And it started with just me and 30 students about seven years ago, Um, kind of a home spun from scratch curriculum. One of my goals from the outset was to be a completely project based curriculum, and it's now grown. We probably have about six or 700 students, five or six full time teachers. We now have pre engineering going on at the 5th and 6th grade level. I now have students graduating. Uh, you know, graduating after senior year with, like, seven years of engineering under their belt and heading off to doing some pretty cool stuff. So it's It's been a lot of fun building a program and, um, and learning a lot in the process. >>That's awesome. I mean, you know, Cuba's. We've been passionate about things like women in tech, uh, diversity stem. You know, not only do we need more, more students and stem, we need mawr underrepresented women, minorities, etcetera. We were just talking to John Herstek and integrate gration about this is Do you do you feel is though you're I mean, first of all, the work that you do is awesome, but but I'll go one step further. Do you feel as though it's reaching, um, or diverse base? And how is that going? >>That's a great question. I think research shows that a lot of people get funneled into one kind of track or career path or set of interests really early on in their educational career, and sometimes that that funnel is kind of artificial. And so that's one of the reasons we keep pushing back. Um, so our school systems introducing kindergartners to programming on DSO We're trying to push back how we expose students to engineering and to stem fields as early as possible. And we've definitely seen the first of that in my program. In fact, my engineering program, uh, sprung out of an after school in Extracurricular Science Club that actually three girls started at our school. So I think that actually has helped that three girls started the club that eventually is what led to our engineering programs that sort of baked into the DNA and also our eyes a big public school. And we have about 50% of the students are under the poverty line and we e in Charlottesville, which is a big refugee town. And so I've been adamant from Day one that there are no barriers to entry into the program. There's no test you have to take. You don't have to have be taking a certain level of math or anything like that. That's been a lot of fun. To have a really diverse set of kids enter the program and be successful, >>that's final. That's great to hear. So, Philip, I wanna come back to you. You know, I think about maybe some day we'll be able to go back to a sporting events, and I know when I when I'm in there, there's somebody up on the roof looking out for me, you know, watching the crowd, and they have my back. And I think in many ways, the products that you build, you know, our similar. I may not know they're there, but they're keeping us safe or they're measuring things that that that I don't necessarily see. But I wonder if you could talk about a little bit more detail about the products you build and how they're impacting society. >>Sure, so There are certainly a lot of people who are who are watching, trying to make sure things were going well in keeping you safe that you may or may not be aware of. And we try and support ah lot of them. So we have detectors that are that are deployed in a variety of variety of uses, with a number of agencies and governments that dio like I was saying, ports and border crossing some other interesting applications that are looking for looking for signals that should not be there and working closely to fit into the operations these folks do. Onda. We also have a lot of outreach to researchers and scientists trying to help them support the work they're doing. Um, using neutron detection for soil moisture monitoring is a some really cool opportunities for doing it at large scale and with much less, um, expense or complication than would have been done. Previous technologies. Um, you know, they were talking about collaboration in the previous segment. We've been able to join a number of conferences for that, virtually including one that was supposed to be held in Boston, but another one that was held out of the University of Heidelberg in Germany. And, uh, this is sort of things that in some ways, the pandemic is pushing people towards greater collaboration than they would have been able to do. Had it all but in person. >>Yeah, we did. Uh, the cube did live works a couple years ago in Boston. It was awesome show. And I think, you know, with this whole trend toward digit, I call it the Force march to digital. Thanks to cove it I think that's just gonna continue. Thio grow. Rafael. What if you could describe the process that you use to better understand diseases? And what's your organization's involvement? Been in more detail, addressing the cove in pandemic. >>Um, so so we have the bio be structured in, Um um in a way that foster so the combination of technology and science. So we have to scientific tracks, one about infectious diseases and the other one about understanding just basic human biology, how the human body functions, and especially how the cells in the human body function on how they're organized to create tissues in the body. On Ben, it has this set of platforms. Um, mind is one of them by engineering that are all technology rated. So we have data science platform, all about data analysis, machine learning, things like that. Um, we have a mass spectrometry platform is all about mass spectrometry technologies to, um, exploit those ones in service for the scientist on. We have a genomics platform that it's all about sequencing DNA and are gonna, um and then an advanced microscopy. It's all about developing technologies, uh, to look at things with advanced microscopes and developed technologies to marry computation on microscopy. So, um, the scientists set the agenda and the platforms, we just serve their needs, support their needs, and hopefully develop technologies that help them do their experiments better, faster, or allow them to the experiment that they couldn't do in any other way before. Um And so with cove, it because we have that very strong group of scientists that work on have been working on infectious disease before, and especially in viruses, we've been able to very quickly pivot to working on that s O. For example, my team was able to build pretty quickly a machine to automatically purified proteins on is being used to purify all these different important proteins in the cove. It virus the SARS cov to virus Onda. We're sending some of those purified proteins all over the world. Two scientists that are researching the virus and trying to figure out how to develop vaccines, understand how the virus affects the body and all that. Um, so some of the machines we built are having a very direct impact on this. Um, Also for the copy testing lab, we were able to very quickly develop some very simple machines that allowed the lab to function sort of faster and more efficiently. Sort of had a little bit of automation in places where we couldn't find commercial machines that would do it. >>Um, eso Matt. I mean, you gotta be listening to this and thinking about Okay, So someday your students are gonna be working at organizations like like, like Bio Hub and Silver Side. And you know, a lot of young people they're just don't know about you guys, but like my kids, they're really passionate about changing the world. You know, there's way more important than you know, the financial angles and it z e. I gotta believe you're seeing that you're right in the front lines there. >>Really? Um, in fact, when I started the curriculum six or seven years ago, one of the first bits of feedback I got from my students is they said Okay, this is a lot of fun. So I had my students designing projects and programming microcontrollers raspberry, PiS and order we nose and things like that. The first bit of feedback I got from students was they said Okay, when do we get to impact the world? I've heard engineering >>is about >>making the world a better place, and robots are fun and all, but, you know, where is the real impact? And so um, dude, yeah, thanks to the guidance of my students, I'm baking that Maurin. Now I'm like day one of engineering one. We talk about how the things that the tools they're learning and the skills they're gaining, uh, eventually, you know, very soon could be could be used to make the world a better place. >>You know, we all probably heard that famous line by Jeff Hammer Barker. The greatest minds of my generation are trying to figure out how to get people to click on ads. I think we're really generally generationally, finally, at the point where young students and engineering a really, you know, a passionate about affecting society. I wanna get into the product, you know, side and understand how each of you are using on shape and and the value that that it brings. Maybe Raphael, you could start how long you've been using it. You know, what's your experience with it? Let's let's start there. >>I begin for about two years, and I switched to it with some trepidation. You know, I was used to always using the traditional product that you have to install on your computer, that everybody uses that. So I was kind of locked into that. But I started being very frustrated with the way it worked, um, and decided to give on ship chance. Which reputation? Because any change always, you know, causes anxiety. Um, but very quickly my engineers started loving it, Uh, just because it's it's first of all, the learning curve wasn't very difficult at all. You can transfer from one from the traditional product to entree very quickly and easily. You can learn all the concepts very, very fast. It has all the functionality that we needed and and what's best is that it allows to do things that we couldn't do before or we couldn't do easily. Now we can access the our cat documents from anywhere in the world. Um, so when we're in the lab fabricating something or testing a machine, any computer we have next to us or a tablet or on iPhone, we can pull it up and look at the cad and check things or make changes. That's something that couldn't do before because before you had to pay for every installation off the software for the computer, and I couldn't afford to have 20 installations to have some computers with the cat ready to use them like once every six months would have been very inefficient. So we love that part. And the collaboration features are fantastic, especially now with Kobe, that we have to have all the remote meetings eyes fantastic, that you can have another person drive the cad while the whole team is watching that person change the model and do things and point to things that is absolutely revolutionary. We love it. The fact that you have very, very sophisticated version control before it was always a challenge asking people, please, if you create anniversary and apart, how do we name it so that people find it? And then you end up with all these collection of files with names that nobody ever remembers, what they are, the person left. And now nobody knows which version is the right one. A mess with on shape on the version ING system it has, and the fact that you can go back in history off the document and go back to previous version so easily and then go back to the press and version and explore the history of the part that is truly, um, just world changing for us, that we can do that so easily on for me as a manager to manage this collection of information that is critical for our operations. It makes it so much easier because everything is in one place. I don't have to worry about file servers that go down that I have to administer that have to have I t taken care off that have to figure how to keep access to people to those servers when they're at home, and they need a virtual private network and all of that mess disappears. I just simply give give a person in accounting on shape and then magically, they have access to everything in the way I want. And we can manage the lower documents and everything in a way that is absolutely fantastic. >>Feel what was your what? What were some of the concerns you had mentioned? You had some trepidation. Was it a performance? Was it security? You know some of the traditional cloud stuff, and I'm curious as to how, How, whether any of those act manifested really that you had to manage. What were your concerns? >>Look, the main concern is how long is it going to take for everybody in the team to learn to use the system like it and buy into it? Because I don't want to have my engineers using tools against their will write. I want everybody to be happy because that's how they're productive. They're happy, and they enjoyed the tools they have. That was my main concern. I was a little bit worried about the whole concept of not having the files in a place where I couldn't quote unquote seat in some server and on site, but that That's kind of an outdated concept, right? So that took a little bit of a mind shift, but very quickly. Then I started thinking, Look, I have a lot of documents on Google Drive. Like, I don't worry about that. Why would I worry about my cat on on shape, right? Is the same thing. So I just needed to sort of put things in perspective that way. Um, the other, um, you know, the concern was the learning curve, right? Is like, how is he Will be for everybody to and for me to learn it on whether it had all of the features that we needed. And there were a few features that I actually discussed with, um uh, Cody at on shape on, they were actually awesome about using their scripting language in on shape to sort of mimic some of the features of the old cat, uh, in on, shaped in a way that actually works even better than the old system. So it was It was amazing. Yeah, >>Great. Thank you for that, Philip. What's your experience been? Maybe you could take us through your journey within shape. >>Sure. So we've been we've been using on shaped silver side for coming up on about four years now, and we love it. We're very happy with it. We have a very modular product line, so we make anything from detectors that would go into backpacks. Two vehicles, two very large things that a shipping container would go through and saw. Excuse me. Shape helps us to track and collaborate faster on the design. Have multiple people working a same time on a project. And it also helps us to figure out if somebody else comes to us and say, Hey, I want something new how we congrats modules from things that we already have put them together and then keep track of the design development and the different branches and ideas that we have, how they all fit together. A za design comes together, and it's just been fantastic from a mechanical engineering background. I will also say that having used a number of different systems and solid works was the greatest thing since sliced bread. Before I got using on shape, I went, Wow, this is amazing and I really don't want to design in any other platform. After after getting on Lee, a little bit familiar with it. >>You know, it's funny, right? I'll have the speed of technology progression. I was explaining to some young guns the other day how I used to have a daytime er and that was my life. And if I lost that daytime, er I was dead. And I don't know how we weigh existed without, you know, Google maps eso we get anywhere, I don't know, but, uh but so So, Matt, you know, it's interesting to think about, you know, some of the concerns that Raphael brought up, you hear? For instance, you know, all the time. Wow. You know, I get my Amazon bill at the end of the month that zip through the roof in, But the reality is that Yeah, well, maybe you are doing more, but you're doing things that you couldn't have done before. And I think about your experience in teaching and educating. I mean, you so much more limited in terms of the resource is that you would have had to be able to educate people. So what's your experience been with With on shape and what is it enabled? >>Um, yeah, it was actually talking before we went with on shape. We had a previous CAD program, and I was talking to my vendor about it, and he let me know that we were actually one of the biggest CAD shops in the state. Because if you think about it a really big program, you know, really big company might employ. 5, 10, 15, 20 cad guys, right? I mean, when I worked for a large defense contractor, I think there were probably 20 of us as the cad guys. I now have about 300 students doing cat. So there's probably more students with more hours of cat under their belt in my building than there were when I worked for the big defense contractor. Um, but like you mentioned, uh, probably our biggest hurdle is just re sources. And so we want We want one of things I've always prided myself and trying to do in this. Programs provide students with access two tools and skills that they're going to see either in college or in the real world. So it's one of the reason we went with a big professional cad program. There are, you know, sort of K 12 oriented software and programs and things. But, you know, I want my kids coding and python and using slack and using professional type of tools on DSO when it comes to cat. That's just that That was a really hurt. I mean, you know, you could spend $30,000 on one seat of, you know, professional level cad program, and then you need a $30,000 computer to run it on if you're doing a heavy assemblies, Um and so one of my dreams And it was always just a crazy dream. And I was the way I would always pitcher in my school system and say, someday I'm gonna have a kid on a school issued chromebook in subsidized housing, on public WiFi doing professional level bad and that that was a crazy statement until a couple of years ago. So we're really excited that I literally and you know, March and you said the forced march, the forced march into, you know, modernity, March 13th kids sitting in my engineering lab that we spent a lot of money on doing cad March 14th. Those kids were at home on their school issued chromebooks on public WiFi, uh, keeping their designs going and collaborating. And then, yeah, I could go on and on about some of the things you know, the features that we've learned since then they're even better. So it's not like this is some inferior, diminished version of Academy. There's so much about it. Well, I >>wanna I wanna ask you that I may be over my skis on this, but we're seeing we're starting to see the early days of the democratization of CAD and product design. It is the the citizen engineer, I mean, maybe insulting to the engineers in the room, But but is that we're beginning to see that >>I have to believe that everything moves into the cloud. Part of that is democratization that I don't need. I can whether you know, I think artists, you know, I could have a music studio in my basement with a nice enough software package. And Aiken, I could be a professional for now. My wife's a photographer. I'm not allowed to say that I could be a professional photographer with, you know, some cloud based software, and so, yeah, I do think that's part of what we're seeing is more and more technology is moving to the cloud. >>Philip. Rafael Anything you Dad, >>I think I mean, yeah, that that that combination of cloud based cat and then three d printing that is becoming more and more affordable on ubiquitous It's truly transformative, and I think for education is fantastic. I wish when I was a kid I had the opportunity to play with those kinds of things because I was always the late things. But, you know, the in a very primitive way. So, um, I think this is a dream for kids. Teoh be able to do this. And, um, yeah, there's so many other technologies coming on, like Arduino on all of these electronic things that live kids play at home very cheaply with things that back in my day would have been unthinkable. >>So we know there's a go ahead. Philip, please. >>We had a pandemic and silver site moved to a new manufacturing facility this year. I was just on the shop floor, talking with contractors, standing 6 ft apart, pointing at things. But through it all, our CAD system was completely unruffled. Nothing stopped in our development work. Nothing stopped in our support for existing systems in the field. We didn't have to think about it. We had other server issues, but none with our, you know, engineering cad, platform and product development in support world right ahead, which was cool, but also a in that's point. I think it's just really cool what you're doing with the kids. The most interesting secondary and college level engineering work that I did was project based, taken important problem to the world. Go solve it and that is what we do here. That is what my entire career has been. And I'm super excited to see. See what your students are going to be doing, uh, in there home classrooms on their chromebooks now and what they do building on that. >>Yeah, I'm super excited to see your kids coming out of college with engineering degrees because, yeah, I think that Project based experience is so much better than just sitting in a classroom, taking notes and doing math problems on day. I think it will give the kids a much better flavor. What engineering is really about Think a lot of kids get turned off by engineering because they think it's kind of dry because it's just about the math for some very abstract abstract concept on they are there. But I think the most important thing is just that hands on a building and the creativity off, making things that you can touch that you can see that you can see functioning. >>Great. So, you know, we all know the relentless pace of technology progression. So when you think about when you're sitting down with the folks that on shape and there the customer advisor for one of the things that that you want on shape to do that it doesn't do today >>I could start by saying, I just love some of the things that does do because it's such a modern platform. And I think some of these, uh, some some platforms that have a lot of legacy and a lot of history behind them. I think we're dragging some of that behind them. So it's cool to see a platform that seemed to be developed in the modern era, and so that Z it is the Google docks. And so the fact that collaboration and version ing and link sharing is and like platform agnostic abilities, the fact that that seems to be just built into the nature of the thing so far, That's super exciting. As far as things that, uh, to go from there, Um, I don't know, >>Other than price. >>You can't say >>I >>can't say lower price. >>Yeah, so far on P. D. C. S that work with us. Really? Well, so I'm not complaining. There you there, >>right? Yeah. Yeah. No gaps, guys. Whitespace, Come on. >>We've been really enjoying the three week update. Cadence. You know, there's a new version every three weeks and we don't have to install it. We just get all the latest and greatest goodies. One of the trends that we've been following and enjoying is the the help with a revision management and release work flows. Um, and I know that there's more than on shape is working on that we're very excited for, because that's a big important part about making real hardware and supporting it in the field. Something that was cool. They just integrated Cem markup capability. In the last release that took, we were doing that anyway, but we were doing it outside of on shapes. And now we get to streamline our workflow and put it in the CAD system where We're making those changes anyway when we're reviewing drawings and doing this kind of collaboration. And so I think from our perspective, we continue to look forward. Toa further progress on that. There's a lot of capability in the cloud that I think they're just kind of scratching the surface on you, >>right? I would. I mean, you're you're asking to knit. Pick. I would say one of the things that I would like to see is is faster regeneration speed. There are a few times with convicts, necessities that regenerating the document takes a little longer than I would like. It's not a serious issue, but anyway, I I'm being spoiled, >>you know? That's good. I've been doing this a long time, and I like toe ask that question of practitioners and to me, it It's a signal like when you're nit picking and that's what you're struggling to knit. Pick that to me is a sign of a successful product, and and I wonder, I don't know, uh, have the deep dive into the architecture. But are things like alternative processors. You're seeing them hit the market in a big way. Uh, you know, maybe helping address the challenge, But I'm gonna ask you the big, chewy question now. Then we maybe go to some audience questions when you think about the world's biggest problems. I mean, we're global pandemics, obviously top of mind. You think about nutrition, you know, feeding the global community. We've actually done a pretty good job of that. But it's not necessarily with the greatest nutrition, climate change, alternative energy, the economic divides. You've got geopolitical threats and social unrest. Health care is a continuing problem. What's your vision for changing the world and how product innovation for good and be applied to some of the the problems that that you all are passionate about? Big question. Who wants toe start? >>Not biased. But for years I've been saying that if you want to solve the economy, the environment, uh, global unrest, pandemics, education is the case. If you wanna. If you want to, um, make progress in those in those realms, I think funding funding education is probably gonna pay off pretty well. >>Absolutely. And I think Stam is key to that. I mean, all of the ah lot of the well being that we have today and then industrialized countries. Thanks to science and technology, right improvements in health care, improvements in communication, transportation, air conditioning. Um, every aspect of life is touched by science and technology. So I think having more kids studying and understanding that is absolutely key. Yeah, I agree, >>Philip, you got anything to add? >>I think there's some big technical problems in the world today, Raphael and ourselves there certainly working on a couple of them. Think they're also collaboration problems and getting everybody to be able to pull together instead of pulling separately and to be able to spur the ideas on words. So that's where I think the education side is really exciting. What Matt is doing and it just kind of collaboration in general when we could do provide tools to help people do good work. Uh, that is, I think, valuable. >>Yeah, I think that's a very good point. And along those lines, we have some projects that are about creating very low cost instruments for low research settings, places in Africa, Southeast Asia, South America, so that they can do, um, um, biomedical research that it's difficult to do in those place because they don't have the money to buy the fancy lab machines that cost $30,000 an hour. Um, so we're trying to sort of democratize some of those instruments. And I think thanks to tools like Kahn shape then is easier, for example, to have a conversation with somebody in Africa and show them the design that we have and discuss the details of it with them on. But it's amazing, right to have somebody, you know, 10 time zones away, Um, looking really life in real time with you about your design and discussing the details or teaching them how to build a machine, right? Because, um, you know, they have a three D printer. You can you can just give them the design and say like, you build it yourself, uh, even cheaper than and, you know, also billing and shipping it there. Um, so all that that that aspect of it is also super important. I think for any of these efforts to improve some of the hardest part was in the world for climate change. Do you say, as you say, poverty, nutrition issues? Um, you know, availability of water. You have that project at about finding water. Um, if we can also help deploy technologies that teach people remotely how to create their own technologies or how to build their own systems that will help them solve those forms locally. I think that's very powerful. >>Yeah, the point about education is right on. I think some people in the audience may be familiar with the work of Erik Brynjolfsson and Andrew McAfee, the second machine age where they sort of put forth the premise that, uh, is it laid it out. Look, for the first time in history, machines air replacing humans from a cognitive perspective. Machines have always replaced humans, but that's gonna have an impact on jobs. But the answer is not toe protect the past from the future. The answer is education and public policy that really supports that. So I couldn't agree more. I think it's a really great point. Um, we have We do have some questions from the audience. If if we could If I can ask you guys, um, you know, this one kind of stands out. How do you see artificial intelligence? I was just talking about machine intelligence. Um, how do you see that? Impacting the design space guys trying to infuse a I into your product development. Can you tell me? >>Um, absolutely, like, we're using AI for some things, including some of these very low cost instruments that will hopefully help us diagnose certain diseases, especially this is that are very prevalent in the Third World. Um, and some of those diagnostics are these days done by thes armies of technicians that are trained to look under the microscope. But, um, that's a very slow process. Is very error prone and having machine learning systems that can to the same diagnosis faster, cheaper and also little machines that can be taken to very remote places to these villages that have no access to a fancy microscope. To look at a sample from a patient that's very powerful. And I we don't do this, but I have read quite a bit about how certain places air using a Tribune attorneys to actually help them optimize designs for parts. So you get these very interesting looking parts that you would have never thought off a person would have never thought off, but that are incredibly light ink. Earlier, strong and I have all sort of properties that are interesting thanks to artificial intelligence machine learning in particular >>yet another. The advantage you get when when your work is in the cloud I've seen. I mean, there's just so many applications that so if the radiology scan is in the cloud and the radiologist is goes to bed at night, Radiologist could come in in the morning and and say, Oh, the machine while you were sleeping was using artificial intelligence to scan these 40,000 images. And here's the five that we picked out that we think you should take a closer look at. Or like Raphael said, I can design my part. My, my, my, my, my you know, mount or bracket or whatever and go to sleep. And then I wake up in the morning. The machine has improved. It for me has made it strider strider stronger and lighter. Um And so just when your when your work is in the cloud, that's just that's a really cool advantage that you get that you can have machines doing some of your design work for you. >>Yeah, we've been watching, uh, you know, this week is this month, I guess is AWS re invent and it's just amazing to see how much effort is coming around machine learning machine intelligence. You know Amazon has sage maker Google's got, you know, embedded you no ML and big query. Uh, certainly Microsoft with Azure is doing tons of stuff and machine learning. I think the point there is that that these things will be infused in tow R and D and in tow software product by the vendor community. And you all will apply that to your business and and build value through the unique data that your collecting, you know, in your ecosystems. And and that's how you add value. You don't have to be necessarily, you know, developers of artificial intelligence, but you have to be practitioners to apply that. Does that make sense to you, Philip? >>Yeah, absolutely. And I think your point about value is really well chosen. We see AI involved from the physics simulations all the way up to interpreting radiation data, and that's where the value question, I think, is really important because it's is the output of the AI giving helpful information that the people that need to be looking at it. So if it's curating a serious of radiation alert, saying, Hey, like these air the anomalies. You need to look at eyes it, doing that in a way that's going to help a good response on. In some cases, the II is only as good as the people. That sort of gave it a direction and turn it loose. And you want to make sure that you don't have biases or things like that underlying your AI that they're going to result in less than helpful outcomes coming from it. So we spend quite a lot of time thinking about how do we provide the right outcomes to people who are who are relying on our systems? >>That's a great point, right? Humans air biased and humans build models, so models are inherently biased. But then the software is hitting the market. That's gonna help us identify those biases and help us, you know? Of course. Correct. So we're entering Cem some very exciting times, guys. Great conversation. I can't thank you enough for spending the time with us and sharing with our audience the innovations that you're bringing to help the world. So thanks again. >>Thank you so much. >>Thank you. >>Okay. Welcome. Okay. When we come back, John McElheny is gonna join me. He's on shape. Co founder. And he's currently the VP of strategy at PTC. He's gonna join the program. We're gonna take a look at what's next and product innovation. I'm Dave Volonte and you're watching innovation for good on the Cube, the global leader. Digital technology event coverage. We'll be right back. >>Okay? Okay. Yeah. Okay. >>From around >>the globe, it's the Cube. Presenting innovation for good. Brought to you by on shape. >>Okay, welcome back to innovation. For good. With me is John McElheny, who is one of the co founders of On Shape and is now the VP of strategy at PTC. John, it's good to see you. Thanks for making the time to come on the program. Thanks, Dave. So we heard earlier some of the accomplishments that you've made since the acquisition. How has the acquisition affected your strategy? Maybe you could talk about what resource is PTC brought to the table that allowed you toe sort of rethink or evolve your strategy? What can you share with us? >>Sure. You know, a year ago, when when John and myself met with Jim Pepperman early on is we're we're pondering. Started joining PTC one of things became very clear is that we had a very clear shared vision about how we could take the on shape platform and really extended for, for all of the PTC products, particular sort of their augmented reality as well as their their thing works or the i o. T business and their product. And so from the very beginning there was a clear strategy about taking on shape, extending the platform and really investing, um, pretty significantly in the product development as well as go to market side of things, uh, toe to bring on shape out to not only the PTC based but sort of the broader community at large. So So So PTC has been a terrific, terrific, um, sort of partner as we've we've gonna go on after this market together. Eso We've added a lot of resource and product development side of things. Ah, lot of resource and they go to market and customer success and support. So, really, on many fronts, that's been both. Resource is as well a sort of support at the corporate level from from a strategic standpoint and then in the field, we've had wonderful interactions with many large enterprise customers as well as the PTC channels. So it's been really a great a great year. >>Well, and you think about the challenges of in your business going to SAS, which you guys, you know, took on that journey. You know, 78 years ago. Uh, it's not trivial for a lot of companies to make that transition, especially a company that's been around as long as PTC. So So I'm wondering how much you know, I was just asking you How about what PCP TC brought to the table? E gotta believe you're bringing a lot to the table to in terms of the mindset, uh, even things is, is mundane is not the right word, but things like how you compensate salespeople, how you interact with customers, the notion of a service versus a product. I wonder if you could address >>that. Yeah, it's a it's a really great point. In fact, after we had met Jim last year, John and I one of the things we walked out in the seaport area in Boston, one of things we sort of said is, you know, Jim really gets what we're trying to do here and and part of let me bring you into the thinking early on. Part of what Jim talked about is there's lots of, you know, installed base sort of software that's inside of PTC base. That's helped literally thousands of customers around the world. But the idea of moving to sass and all that it entails both from a technology standpoint but also a cultural standpoint. Like How do you not not just compensate the sales people as an example? But how do you think about customer success? In the past, it might have been that you had professional services that you bring out to a customer, help them deploy your solutions. Well, when you're thinking about a SAS based offering, it's really critical that you get customers successful with it. Otherwise, you may have turned, and you know it will be very expensive in terms of your business long term. So you've got to get customers success with software in the very beginning. So you know, Jim really looked at on shape and he said that John and I, from a cultural standpoint, you know, a lot of times companies get acquired and they've acquired technology in the past that they integrate directly into into PTC and then sort of roll it out through their products, are there just reached channel, he said. In some respects, John John, think about it as we're gonna take PTC and we want to integrate it into on shape because we want you to share with us both on the sales side and customer success on marketing on operations. You know all the things because long term, we believe the world is a SAS world, that the whole industry is gonna move too. So really, it was sort of an inverse in terms of the thought process related to normal transactions >>on That makes a lot of sense to me. You mentioned Sharon turns the silent killer of a SAS company, and you know, there's a lot of discussion, you know, in the entrepreneurial community because you live this, you know what's the best path? I mean today, You see, you know, if you watch Silicon Valley double, double, triple triple, but but there's a lot of people who believe, and I wonder, if you come in there is the best path to, you know, in the X Y axis. If if it's if it's uh, growth on one and retention on the other axis. What's the best way to get to the upper right on? Really? The the best path is probably make sure you've nailed obviously the product market fit, But make sure that you can retain customers and then throw gas on the fire. You see a lot of companies they burn out trying to grow too fast, but they haven't figured out, you know that. But there's too much churn. They haven't figured out those metrics. I mean, obviously on shape. You know, you were sort of a pioneer in here. I gotta believe you've figured out that customer retention before you really, You know, put the pedal to the >>metal. Yeah, and you know, growth growth can mask a lot of things, but getting getting customers, especially the engineering space. Nobody goes and sits there and says, Tomorrow we're gonna go and and, you know, put 100 users on this and and immediately swap out all of our existing tools. These tools are very rich and deep in terms of capability, and they become part of the operational process of how a company designs and builds products. So any time anybody is actually going through the purchasing process. Typically, they will run a try along or they'll run a project where they look at. Kind of What? What is this new solution gonna help them dio. How are we gonna orient ourselves for success? Longer term. So for us, you know, getting new customers and customer acquisition is really critical. But getting those customers to actually deploy the solution to be successful with it. You know, we like to sort of, say, the marketing or the lead generation and even some of the initial sales. That's sort of like the Kindle ing. But the fire really starts when customers deploy it and get successful. The solution because they bring other customers into the fold. And then, of course, if they're successful with it, you know, then in fact, you have negative turn which, ironically, means growth in terms of your inside of your install. Bates. >>Right? And you've seen that with some of the emerging, you know, SAS companies, where you're you're actually you know, when you calculate whatever its net retention or renew ALS, it's actually from a dollar standpoint. It's up in the high nineties or even over 100%. >>So >>and that's a trend we're gonna continue. See, I >>wonder >>if we could sort of go back. Uh, and when you guys were starting on shape, some of the things that you saw that you were trying to strategically leverage and what's changed, you know, today we were talking. I was talking to John earlier about in a way, you kinda you kinda got a blank slate is like doing another startup. >>You're >>not. Obviously you've got installed base and customers to service, but But it's a new beginning for you guys. So one of the things that you saw then you know, cloud and and sas and okay, but that's we've been there, done that. What are you seeing? You know today? >>Well, you know, So So this is a journey, of course, that that on shape on its own has gone through it had I'll sort of say, you know, several iterations, both in terms of of of, you know, how do you How do you get customers? How do you How do you get them successful? How do you grow those customers? And now that we've been part of PTC, the question becomes okay. One, There is certainly a higher level of credibility that helps us in terms of our our megaphone is much bigger than it was when we're standalone company. But on top of that now, figuring out how to work with their channel with their direct sales force, you know, they have, um, for example, you know, very large enterprises. Well, many of those customers are not gonna go in forklift out their existing solution to replace it with with on shape. However, many of them do have challenges in their supply chain and communications with contractors and vendors across the globe. And so, you know, finding our fit inside of those large enterprises as they extend out with their their customers is a very interesting area that we've really been sort of incremental to to PTC. And then, you know, they they have access to lots of other technology, like the i o. T business. And now, of course, the augmented reality business that that we can bring things to bear. For example, in the augmented reality world, they've they've got something called expert capture. And this is essentially imagine, you know, in a are ah, headset that allows you to be ableto to speak to it, but also capture images still images in video. And you could take somebody who's doing their task and capture literally the steps that they're taking its geo location and from their builds steps for new employees to be, we'll learn and understand how todo use that technology to help them do their job better. Well, when they do that, if there is replacement products or variation of of some of the tools that that they built the original design instruction set for they now have another version. Well, they have to manage multiple versions. Well, that's what on shape is really great at doing and so taking our technology and helping their solutions as well. So it's not only expanding our customer footprint, it's expanding the application footprint in terms of how we can help them and help customers. >>So that leads me to the tam discussion and again, as part of your strategist role. How do you think about that? Was just talking to some of your customers earlier about the democratization of cat and engineering? You know, I kind of joked, sort of like citizen engineering, but but so that you know, the demographics are changing the number of users potentially that can access the products because the it's so much more of a facile experience. How are you thinking about the total available market? >>It really is a great question, You know, it used to be when you when you sold boxes of software, it was how many engineers were out there. And that's the size of the market. The fact that matter is now when, When you think about access to that information, that data is simply a pane of glass. Whether it's a computer, whether it's a laptop, UH, a a cell phone or whether it's a tablet, the ability to to use different vehicles, access information and data expands the capabilities and power of a system to allow feedback and iteration. I mean, one of the one of the very interesting things is in technology is when you can take something and really unleash it to a larger audience and builds, you know, purpose built applications. You can start to iterate, get better feedback. You know there's a classic case in the clothing industry where Zara, you know, is a fast sort of turnaround. Agile manufacturer. And there was a great New York Times article written a couple years ago. My wife's a fan of Zara, and I think she justifies any purchases by saying, You know, Zara, you gotta purchase it now. Otherwise it may not be there the next time. Yet you go back to the store. They had some people in a store in New York that had this woman's throw kind of covering Shaw. And they said, Well, it would be great if we could have this little clip here so we can hook it through or something. And they sent a note back toe to the factory in Spain, and literally two weeks later they had, you know, 4000 of these things in store, and they sold out because they had a closed loop and iterative process. And so if we could take information and allow people access in multiple ways through different devices and different screens, that could be very specific information that, you know, we remove a lot of the engineering data book, bring the end user products conceptually to somebody that would have had to wait months to get the actual physical prototype, and we could get feedback well, Weaken have a better chance of making sure whatever product we're building is the right product when it ultimately gets delivered to a customer. So it's really it's a much larger market that has to be thought of rather than just the kind of selling A boxes software to an engineer. >>That's a great story. And again, it's gonna be exciting for you guys to see that with. The added resource is that you have a PTC, Um, so let's talk. I promise people we wanna talk about Atlas. Let's talk about the platform. A little bit of Atlas was announced last year. Atlas. For those who don't know it's a SAS space platform, it purports to go beyond product lifecycle management and you You're talking cloud like agility and scale to CAD and product design. But John, you could do a better job than I. What do >>we need to know about Atlas? Well, I think Atlas is a great description because it really is metaphorically sort of holding up all of the PTC applications themselves. But from the very beginning, when John and I met with Jim, part of what we were intrigued about was that he shared a vision that on shape was more than just going to be a cad authoring tool that, in fact, you know, in the past these engineering tools were very powerful, but they were very narrow in their purpose and focus. And we had specialty applications to manage the versions, etcetera. What we did in on shape is we kind of inverted that thinking. We built this collaboration and sharing engine at the core and then kind of wrap the CAD system around it. But that collaboration sharing and version ING engine is really powerful. And it was that vision that Jim had that he shared that we had from the beginning, which was, how do we take this thing to make a platform that could be used for many other applications inside of inside of any company? And so not only do we have a partner application area that is is much like the APP store or Google play store. Uh, that was sort of our first Stan Shih ation of this. This this platform. But now we're extending out to broader applications and much meatier applications. And internally, that's the thing works in the in the augmented reality. But there'll be other applications that ultimately find its way on top of this platform. And so they'll get all the benefits of of the collaboration, sharing the version ing the multi platform, multi device. And that's an extremely extremely, um, strategic leverage point for the company. >>You know, it's interesting, John, you mentioned the seaport before. So PTC, for those who don't know, built a beautiful facility down at the Seaport in Boston. And, of course, when PTC started, you know, back in the mid 19 eighties, there was nothing at the seaport s. >>So it's >>kind of kind of ironic, you know, we were way seeing the transformation of the seaport. We're seeing the transformation of industry and of course, PTC. And I'm sure someday you'll get back into that beautiful office, you know? Wait. Yeah, I'll bet. And, uh and but I wanna bring this up because I want I want you to talk about the future. How you how you see that our industry and you've observed this has moved from very product centric, uh, plat platform centric with sass and cloud. And now we're seeing ecosystems form around those products and platforms and data flowing through the ecosystem powering, you know, new innovation. I wonder if you could paint a picture for us of what the future looks like to you from your vantage point. >>Yeah, I think one of the key words you said there is data because up until now, data for companies really was sort of trapped in different applications. And it wasn't because people were nefarious and they want to keep it limited. It was just the way in which things were built. And, you know, when people use an application like on shape, what ends up happening is there their day to day interaction and everything that they do is actually captured by the platform. And, you know, we don't have access to that data. Of course it's it's the customer's data. But as as an artifact of them using the system than doing their day to day job, what's happening is they're creating huge amounts of information that can then be accessed and analyzed to help them both improve their design process, improve their efficiencies, improve their actual schedules in terms of making sure they can hit delivery times and be able to understand where there might be roadblocks in the future. So the way I see it is companies now are deploying SAS based tools like on shape and an artifact of them. Using that platform is that they have now analytics and tools to better understand and an instrument and manage their business. And then from there, I think you're going to see, because these systems are all you know extremely well. Architected allow through, you know, very structured AP. I calls to connect other SAS based applications. You're gonna start seeing closed loop sort of system. So, for example, people design using on shape, they end up going and deploying their system or installing it, or people use the end using products. People then may call back into the customers support line and report issues, problems, challenges. They'll be able to do traceability back to the underlying design. They'll be able to do trend analysis and defect analysis from the support lines and tie it back and closed loop the product design, manufacture, deployment in the field sort of cycles. In addition, you can imagine there's many things that air sort of as designed. But then when people go on site and they have to install it. There's some alterations modifications. Think about think about like a large air conditioning units for buildings. You go and you go to train and you get a large air conditioning unit that put up on top of building with a crane. They have to build all kinds of adaptors to make sure that that will fit inside of the particulars of that building. You know, with on shape and tools like this, you'll be able to not only take the design of what the air conditioning system might be, but also the all the adapter plates, but also how they installed it. So it sort of as designed as manufactured as stalled. And all these things can be traced, just like if you think about the transformation of customer service or customer contacts. In the early days, you used to have tools that were PC based tools called contact management solution, you know, kind of act or gold mine. And these were basically glorified Elektronik role in Texas. It had a customer names and they had phone numbers and whatever else. And Salesforce and Siebel, you know, these types of systems really broadened out the perspective of what a customer relationship? Waas. So it wasn't just the contact information it was, you know, How did they come to find out about you as a company? So all of the pre sort of marketing and then kind of what happens after they become a customer and it really was a 3 60 view. I think that 3 60 view gets extended to not just to the customers, but also tools and the products they use. And then, of course, the performance information that could come back to the manufacturer. So, you know, as an engineer, one of the things you learn about with systems is the following. And if you remember, when the CD first came out CDs that used to talk about four times over sampling or eight times over sampling and it was really kind of, you know, the fidelity the system. And we know from systems theory that the best way to improve the performance of a system is to actually have more feedback. The more feedback you have, the better system could be. And so that's why you get 16 60 for example, etcetera. Same thing here. The more feedback we have of different parts of a company that a better performance, The company will be better customer relationships. Better, uh, overall financial performance as well. So that's that's the view I have of how these systems all tied together. >>It's a great vision in your point about the data is I think right on. It used to be so fragmented in silos, and in order to take a system view, you've gotta have a system view of the data. Now, for years, we've optimized maybe on one little component of the system and that sometimes we lose sight of the overall outcome. And so what you just described, I think is, I think sets up. You know very well as we exit. Hopefully soon we exit this this covert era on John. I hope that you and I can sit down face to face at a PTC on shape event in the near term >>in the seaport in the >>seaport would tell you that great facility toe have have an event for sure. It >>z wonderful >>there. So So John McElhinney. Thanks so much for for participating in the program. It was really great to have you on, >>right? Thanks, Dave. >>Okay. And I want to thank everyone for participating. Today we have some great guest speakers. And remember, this is a live program. So give us a little bit of time. We're gonna flip this site over toe on demand mode so you can share it with your colleagues and you, or you can come back and and watch the sessions that you heard today. Uh, this is Dave Volonte for the Cube and on shape PTC. Thank you so much for watching innovation for good. Be well, Have a great holiday. And we'll see you next time. Yeah.

>>from around the globe. It's the Cube presenting innovation for good. Brought to you by on shape. >>Okay, we're back. This is Dave Volonte and you're watching innovation for good. A program on Cuba 3 65 made possible by on shape of BTC company. We're live today really live TV, which is the heritage of the Cuban. Now we're gonna go to the sources and talkto on shape customers to find out how they're applying technology to create real world innovations that are changing the world. So let me introduce our panel members. Rafael Gomez Fribourg is with the Chan Zuckerberg bio hub. A very big idea. And collaborative nonprofit was initiative that was funded by Mark Zuckerberg and his wife, Priscilla Chan, and really around diagnosing and curing and better managing infectious diseases. So really timely topic. Philip Tabor is also joining us. He's with silver side detectors which develops neutron detective detection systems. Yet you want to know if early if neutrons and radiation or in places where you don't want them, so this should be really interesting. And last but not least, Matthew Shields is with the Charlottesville schools and is gonna educate us on how he and his team are educating students in the use of modern engineering tools and techniques. Gentlemen, welcome to the Cuban to the program. This should be really interesting. Thanks for coming on. >>Hi. Or pleasure >>for having us. >>You're very welcome. Okay, let me ask each of you because you're all doing such interesting and compelling work. Let's start with Rafael. Tell us more about the bio hub and your role there, please. >>Okay. Yes. As you said, the Bio Hope is a nonprofit research institution, um, funded by Mark Zuckerberg and his wife, Priscilla Chan. Um and our main mission is to develop new technologies to help advance medicine and help, hopefully cure and manage diseases. Um, we also have very close collaborations with Universe California, San Francisco, Stanford University and the University California Berkeley on. We tried to bring those universities together, so they collaborate more of biomedical topics. And I manage a team of engineers in by joining platform. Um, and we're tasked with creating instruments for the laboratory to help the scientist boats inside the organization and also in the partner universities do their experiments in better ways in ways that they couldn't do before >>in this edition was launched five years ago. It >>was announced at the end of 2016, and we actually started operations in the beginning of 2017, which is when I joined um, so this is our third year. >>And how's how's it going? How does it work? I mean, these things >>take time. It's been a fantastic experience. Uh, the organization works beautifully. Um, it was amazing to see it grow from the beginning. I was employee number 12, I think eso When I came in, it was just a nem p off his building and MP labs. And very quickly we had something running about from anything. Eso I'm very proud of the work that we have done to make that possible. Um And then, of course, that's you mentioned now, with co vid, um, we've been able to do a lot of very cool work, um, very being of the pandemic In March, when there was a deficit of testing, uh, capacity in California, we spun up a testing laboratory in record time in about a week. It was crazy. It was a crazy project. Um, but but incredibly satisfying. And we ended up running all the way until the beginning of November, when the lab was finally shut down, we could process about 3000 samples a day. I think at the end of it all, we were able to test about 100 on the road, 150,000 samples from all over the state. We were providing free testing toe all of the Department of Public Health Department of Public Health in California, which, at the media pandemic, had no way to do testing affordably and fast. So I think that was a great service to the state. Now the state has created a testing system that will serve those departments. So then we decided that it was unnecessary to keep going with testing in the other biopsy that would shut down, >>right? Thank you for that. Now, Now, Philip, you What you do is mind melting. You basically helped keep the world safe. Maybe you describe a little bit more about silver side detectors and what your role is there and how it all works. >>Tour. So we make a nuclear bomb detectors and we also make water detectors. So we try and do our part. Thio Keep the world from blowing up and make it a better place at the same time. Both of these applications use neutron radiation detectors. That's what we make. Put them out by a port border crossing Places like that they can help make sure that people aren't smuggling, shall we say, very bad things. Um, there's also a burgeoning field of research and application where you can use neutrons with some pretty cool physics to find water so you can do things like but a detector up in the mountains and measure snowpack. Put it out in the middle of the field and measure soil moisture content. And as you might imagine, there's some really cool applications in, uh, research and agronomy and public policy for this. >>All right, so it's OK, so it's It's much more than you know, whatever fighting terrorism, it's there's a riel edge, or I kind of i o t application for what you guys do. >>You do both Zito shares. You might >>say a mat. I I look at your role is kind of scaling the brain power for for the future. Maybe tell us more about Charlottesville schools and in the mission that you're pursuing and what you do. >>Thank you. Um, I've been in Charlottesville city schools for about 11 or 12 years. I started their teaching, Um, a handful of classes, math and science and things like that. But Thescore board and my administration had the crazy idea of starting an engineering program about seven years ago. My background is an engineering is an engineering. My masters is in mechanical and aerospace engineering. And, um, I basically spent a summer kind of coming up with what might be a fun engineering curriculum for our students. And it started with just me and 30 students about seven years ago, Um, kind of a home spun from scratch curriculum. One of my goals from the outside was to be a completely project based curriculum, and it's now grown. We probably have about six or 700 students, five or six full time teachers. We now have pre engineering going on at the 5th and 6th grade level. I now have students graduating. Uh, you know, graduating after senior year with, like, seven years of engineering under their belt and heading off to doing some pretty cool stuff. So it's It's been a lot of fun building up a program and, um, and learning a lot in the process. >>That's awesome. I mean, you know, Cuba's. We've been passionate about things like women in tech, uh, diversity stem. You know, not only do we need more more students in stem, we need mawr underrepresented women, minorities, etcetera. We were just talking to John her stock and integrate Grayson about this is do you do you feel is though you're I mean, first of all, the work that you do is awesome, but but I'll go one step further. Do you feel as though it's reaching, um, or, you know, diverse base and And how is that going? >>That's a great question. I think research shows that a lot of people get funneled into one kind of track or career path or set of interests really early on in their educational career. And sometimes that that funnels kind of artificial. And so that's one of the reasons we keep pushing back. Um, so our school systems introducing kindergartners to programming on DSO. We're trying to push back how we expose students to engineering and to stem fields as early as possible, and we've definitely seen the fruits of that in my program. In fact, my engineering program, uh, sprung out of an after school in Extracurricular Science Club that actually three girls started at our school. So I think that actually has helped that three girls started the club That eventually is what led our engineering programs that sort of baked into the DNA and also are a big public school. And we have about 50% of the students are under the poverty line, and we should I mean, Charlottesville, which is a big refugee town. And so I've been adamant from Day one that there are no barriers to entry into the program. There's no test you have to take. You don't have to have be taking a certain level of math or anything like that. That's been a lot of fun. To have a really diverse set of kids and or the program and be successful, >>that's phenomenal. That's great to hear. So, Philip, I wanna come back to you. You know, I think about maybe some day we'll be able to go back to a sporting events, and I know when I when I'm in there, there's somebody up on the roof looking out for me, you know, watching the crowd. And they have my back. And I think in many ways, the products that you build, you know, our similar I may not know they're there, but they're keeping us safe or they're measuring things that that that I don't necessarily see. But I wonder if you could talk about a little bit more detail about the products you build and how they're impacting society. >>Sure, So there are certainly a lot of people who are who are watching, trying to make sure things were going well in keeping you safe that you may or may not be aware of. And we try and support ah lot of them. So we have detectors that are that are deployed in a variety of variety of uses with a number of agencies and governments that dio like I was saying, ports and border crossing some other interesting applications that are looking for looking for signals that should not be there and working closely to fit into the operations these folks do Onda. We also have ah lot of outreach to researchers and scientists trying to help them support the work they're doing, um, using neutron detection for soil moisture monitoring is a some really cool opportunities for doing it at large scale and with much less, um, expense or complication then would have been done previous technologies. Mhm. You know, they were talking about collaboration in the previous segment. We've been able to join a number of conferences for that, virtually including one that was supposed to be held in Boston. But another one that was held, uh, of the University of Heidelberg in Germany. And, uh, this is sort of things that in some ways, the pandemic is pushing people towards greater collaboration than there would have been able to do. Had it all but in person. >>Yeah, we did. Uh, the cube did live works a couple years ago in Boston. It was awesome show. And I think, you know, with this whole trend toward digit, I call it the forced march to digital. Thanks to cove it I think that's just gonna continue. Thio grow Raphael one. If you could describe the process that you used to better understand diseases and what's your organization's involvement? Been in more detail, addressing the cove in pandemic. >>Um, so so we have the bio be structured in, Um um, in a way that foster So the combination of technology and science. So we have to scientific tracks, one about infectious diseases and the other one about understanding just basic human biology how the human body functions and especially how the cells in the human body function on how they're organized to create teachers in the body. Um, and then it has the set of platforms. Um, mind is one of them by engineering that are all technology. Read it. So we have data science platform, all about data analysis, machine learning, things like that. Um, we have a mass spectrometry platform is all about mass spectrometry technologies to, um, exploit those ones in service for the scientists on. We have a genomics platform. That is all about sequencing DNA in our DNA. Um, and then an advanced microscopy. It's all about developing technologies, uh, to look at things with advanced microscopes and the little technologies to marry computation on microscope. So, um, the scientists said the agenda and the platforms we just serve their needs, support their needs, and hopefully develop technologies that help them do their experiments better, faster, or allow them to the experiment that they couldn't do in any other way before. Um And so with cove, it because we have that very strong group of scientists that work on. I have been working on infectious disease before, and especially in viruses, we've been able to very quickly pivot to working on that s O, for example, my team was able to build pretty quickly a machine to automatically purified proteins, and it's being used to purify all these different important proteins in the cove. It virus the SARS cov to virus on Dwyer, sending some of those purified proteins all over the world. Two scientists that are researching the virus and trying to figure out how to develop vaccines, understand how the virus affects the body and all that. So some of the machines we built are having a very direct impact on this. Um, Also for the copy testing lab, we were able to very quickly develop some very simple machines that allowed the lab to function sort of faster and more efficiently. Sort of had a little bit of automation in places where we couldn't find commercial machines that would do it. >>Um, God s o mat. I mean, you gotta be listening to this in thinking about, Okay? Some. Someday your students are gonna be working at organizations like Like like Bio Hub and Silver Side. And you know, a lot of young people that just have I don't know about you guys, but like my kids, they're really passionate about changing the world. You know, there's way more important than, you know, the financial angles and that z e I gotta believe you're seeing that you're right in the front lines there. >>Really? Um, in fact, when I started the curriculum six or seven years ago, one of the first bits of feedback I got from my students is they said Okay, this is a lot of fun. So I had my students designing projects and programming microcontrollers raspberry, PiS and order We nose and things like that. The first bit of feedback I got from students was they said Okay, when do we get to impact the world? I've heard engineering is about making the world a better place, and robots are fun and all, but, you know, where is the real impact? And so, um do Yeah, thanks to the guidance of my students, I'm baking that Maurin. Now I'm like Day one of engineering one. We talk about how the things that the tools they're learning and the skills they're gaining eventually you know, very soon could be could be used to make the world a better place. >>You know, we all probably heard that famous line By Jeff Hammond Barker. The greatest minds of my generation are trying to figure out how to get people to click on ads. E. I think we're really generally generationally finally, at the point where you know young students and engineering and really you know it passionate about affecting society. I wanna get into the product, you know, side and understand how each of you are using on shape and and the value that that it brings. Maybe Raphael, you could start how long you've been using it. You know, what's your experience with it? Let's let's start there. >>I begin for about two years, and I switched to it with some trepidation. You know, I was used to always using the traditional product that you have to install on your computer, that everybody uses that. So I was kind of locked into that, but I started being very frustrated with the way it worked, um, and decided to give on ship chance. Which reputation? Because any change always, you know, causes anxiety. But very quickly my engineers started loving it. Uh, just because it's it's first of all, the learning curve wasn't very difficult at all. You can transfer from one from the traditional product to entree very quickly and easily. You can learn all the concepts very, very fast. It has all the functionality that we needed, and and what's best is that it allows to do things that we couldn't do before or we couldn't do easily. Um, now we can access the our cat documents from anywhere in the world. Um, so when we're in the lab fabricating something or testing a machine, any computer we have next to us or a tablet or on iPhone, we can pull it up and look at the cad and check things or make changes that something that couldn't do before because before you had to pay for every installation off the software for the computer, and I couldn't afford to have 20 installations to have some computers with the cat ready to use them like once every six months would have been very inefficient. So we love that part. And the collaboration features are fantastic. Especially now with Kobe, that we have to have all the remote meetings, eyes fantastic, that you can have another person drive the cad while the whole team is watching that person change the model and do things and point to things that is absolutely revolutionary. We love it. The fact that you have very, very sophisticated version control before it was always a challenge asking people, please, if you create anniversary and apart, how do we name it so that people find it? And then you end up with all these collection of files with names that nobody remembers, what they are, the person left and now nobody knows which version is the right one m s with on shape on the version ING system it has, and the fact that you can go back in history off the document and go back to previous version so easily and then go back to the press and version and explore the history of the part that is truly, um, just world changing for us, that we can do that so easily on for me as a manager to manage this collection of information that is critical for our operations. It makes it so much easier because everything is in one place. I don't have to worry about file servers that go down that I have to administer that have to have I t taken care off that have to figure how to keep access to people to those servers when they're at home. And they need a virtual private network and all of that mess disappears. I just simply give give a personal account on shape. And then, magically, they have access to everything in the way I want. And we can manage the lower documents and everything in a way, that is absolutely fantastic. >>Rafael, what was your what? What were some of the concerns you had mentioned? You had some trepidation. Was it a performance? Was it security? You know, some of the traditional cloud stuff and I'm curious as to how How whether any of those act manifested were they really that you had to manage? What were your concerns? >>Look, the main concern is how long is it going to take for everybody in the team? to learn to use the system like it and buy into it because I don't want to have my engineers using tools against their will write. I want everybody to be happy because that's how they're productive. They're happy and they enjoyed the tools they have. That was my main concern. I was a little bit worried about the whole concept of not having the files in a place where I couldn't quote unquote seat in some serving on site, but that that's kind of an outdated concept, right? So that took a little bit of a mind shift. But very quickly. Then I started thinking, Look, I have a lot of documents on Google Drive like I don't worry about that. Why would I worry about my cat on on shape? Right is the same thing. So I just needed to sort of put things in perspective that way. Um, the other, um, you know, their concern was the learning curve right is like how is he will be for everybody to and for me to learn it on whether it had all of the features that we needed and there were a few features that I actually discussed with, um uh, Cody at on shape on. They were actually awesome about using their scripting language in on shape to sort of mimic some of the features of the old cat, uh, in on shaped in a way that actually works even better than the old system. So it was It was amazing. Yeah. >>Great. Thank you for that, Phillip. What's your experience been? Maybe you could take us through your journey with on shape? >>Sure. So we've been we've been using on shaped Silver Side for coming up on about four years now, and we love it. We're very happy with it. We have a very modular product line, so and we make anything from detectors that would go into backpacks? Two vehicles, two very large things that a shipping container would go through and saw. Excuse me. Shape helps us to track and collaborate faster on the design, have multiple people working a same time on a project. And it also helps us to figure out if somebody else comes to us and say, Hey, I want something new. How we congrats modules from things that we already have. Put them together and then keep track of the design development and the different branches and ideas that we have, how they all fit together. A za design comes together and it's just been fantastic from a mechanical engineering background. I will also say that having used a number of different systems and solid works was the greatest thing since sliced bread. Before I got using on shape, I went, Wow, this is amazing. And I really don't want to design in any other platform after after getting on Lee a little bit familiar with it. >>You know, it's funny, right? I will have the speed of technology progression. I was explaining to some young guns the other day how e used to have a daytime er and that was my life. And if I lost that day, timer, I was dead. And I don't know how we weigh existed without, you know, Google Maps. Eso did we get anywhere? I don't know, but, uh, but so So, Matt, you know, it's interesting to think about, um, you know, some of the concerns that Raphael brought up, you hear? For instance, you know, all the time. Wow. You know, I get my Amazon bill at the end of the month It's through the roof in. But the reality is that Yeah, well, maybe you are doing more, but you're doing things that you couldn't have done before. And I think about your experience in teaching and educating. I mean, you so much more limited in terms of the resource is that you would have had to be able to educate people. So what's your experience been with With on shape and what is it enabled? >>Um, yeah, it was actually talking before we went with on shape. We had a previous CAD program and I was talking to my vendor about it, and he let me know that we were actually one of the biggest CAD shops in the state. Because if you think about it a really big program, you know, really big company might employ 5, 10, 15, 20 cad guys, right? I mean, when I worked for a large defense contractor, I think there were probably 20 of us as the cad guys. I now have about 300 students doing cat. So there's probably more students with more hours of cat under their belt in my building than there were when I worked for the big defense contractor. Um, but like you mentioned, uh, probably our biggest hurdle is just re sources. And so we want We want one of things I've always prided myself and trying to do in this programs provide students with access two tools and skills that they're going to see either in college or in the real world. So it's one of the reason we went with a big professional cad program. There are, you know, sort of k 12 oriented software and programs and things. But, you know, I want my kids coding and python and using slack and using professional type of tools on DSO when it comes to cat. That's just that that was a really hurt. I mean, you know, you could spend $30,000 on one seat of, you know, professional level cad program, and then you need a $30,000 computer to run it on if you're doing a heavy assemblies, Um, and so one of my dreams and it was always just a crazy dream. And I was the way I would always pitcher in my school system and say someday I'm gonna have a kid on a school issued chromebook in subsidized housing on public WiFi doing professional level bad and that that was a crazy statement until a couple of years ago. So we're really excited that I literally and, you know, march in, um, you said the forced march the forced march into, you know, modernity, March 13th kids sitting in my engineering lab that we spent a lot of money on doing. Cad March 14th. Those kids were at home on their school shoot chromebooks on public WiFi, uh, keeping their designs going and collaborating. And then, yeah, I could go on and on about some of the things you know, the features that we've learned since then they're even better. So it's not like this is some inferior, diminished version of the cat. And there's so much about it, E >>wanna I wanna ask you that I may be over my skis on this, but we're seeing we're starting to see the early days of the democratization of CAD and product design. It is the the citizen engineer. I mean, maybe insulting to the engineers in the room, but but is that we're beginning to see that >>I have to believe that everything moves into the cloud. Part of that is democratization that I don't need. I can whether you know, I think artists, you know, I could have a music studio in my basement with a nice enough software package. And Aiken, I could be a professional for now. My wife's a photographer. I'm not allowed to say that I could be a professional photographer with, you know, some cloud based software. And so, yeah, I do think that's part of what we're seeing is more and more technology is moving to the cloud >>Philip or Rafael anything. Your dad, >>I think I mean yeah, that that that combination of cloud based cat and then three D printing that is becoming more and more affordable on ubiquitous It's truly transformative, and I think for education is fantastic. I wish when I was a kid I had the opportunity to play with those kinds of things because I was always the late things. But, you know, the in a very primitive way. So, um, I think there's a dream for kids Thio to be able to do this. And, um, yeah, there's so many other technologies coming on, like Arduino and all of these electronic things that live. Kids play at home very cheaply with things that back in my day would have been unthinkable. >>So we know there's a go ahead. Philip Way >>had a pandemic and silver site moved to a new manufacturing facility this year. I was just on the shop floor, talking with contractors, standing 6 ft apart, pointing at things. But through it all, our CAD system was completely unruffled. Nothing stopped in our development work. Nothing stopped in our support for existing systems in the field. We didn't have to think about it. We had other server issues, but none with our, you know, engineering cad, platform and product development and support world right ahead, which was cool, but also a That's point. I think it's just really cool what you're doing with the kids. The most interesting secondary and college level engineering work that I did was project based. It's an important problem to the world. Go solve it and that is what we do here. That is what my entire career has been. And I'm super excited to see See what your students are gonna be doing, uh, in there home classrooms on their chromebooks now and what they do. Building on that. >>Yeah, I'm super excited to see your kids coming out of college with engineering degrees because yeah, I think that project based experience is so much better than just sitting in a classroom, taking notes and doing math problems on. And I think he will give the kids a much better flavor What engineering is really about. Think a lot of kids get turned off by engineering because they think it's kind of dry because it's just about the math for some very abstract abstract concept, and they are there. But I think the most important thing is just that. Hands on a building and the creativity off, making things that you can touch that you can see that you can see functioning. >>Great. So you know, we all know the relentless pace of technology progression. So when you think about when you're sitting down with the folks that on shape and there the customer advisor for one of the things that you want on shape to do that it doesn't do today >>I could start by saying, I just love some of the things that does do because it's such a modern platform and I think some of these, uh, some some platforms that have a lot of legacy and a lot of history behind them. I think we're dragging some of that behind them. So it's cool to see a platform that seemed to be developed in a modern era. And so that's, you know, it is the Google docks. And so the fact that collaboration and version ing and link sharing is, and, like, platform agnostic abilities the fact that that seems to be just built into the nature of the thing so far, that's super exciting as far as things that it to go from there, Um, I don't know. >>Other than price, >>you can't say I >>can't say lower price. >>Yeah, so far on a PTC s that worked with us. Really well, so I'm not complaining. There. You there? >>Yeah. Yeah. No Gaps, guys. Whitespace, Come on. >>We've been really enjoying the three week update Cadence. You know, there's a new version every three weeks and we don't have to install it. We just get all the latest and greatest goodies. One of the trends that we've been following and enjoying is the the help with a revision management and release work flows. Um, and I know that there's more than on shape is working on that we're very excited for, because that's a big important part about making real hardware and supporting it in the field. Um, something that was cool. They just integrated Cem markup capability In the last release that took, we were doing that anyway, but we were doing it outside of on shapes, and now we get to streamline our workflow and put it in the CAD system where we're making those changes anyway, when we're reviewing drawings and doing this kind of collaboration. And so I think from our perspective, we continue to look forward toa further progress on that. There's a lot of capability in the cloud that I think they're just kind of scratching the surface on you. >>I would. I mean, you're you're asking to knit. Pick. I would say one of the things that I would like to see is is faster regeneration speed. There are a few times with comics necessities that regenerating the document takes a little longer than I would like to. It's not a serious issue, but anyway, I'm being spoiled, >>you know. That's good. I've been doing this a long time and I like toe Ask that question of practitioners and to me, it it's a signal like when you're nit picking and that you're struggling to knit. Pick that to me is a sign of a successful product. And And I wonder, I don't know, uh, have the deep dive into the architecture, But are things like alternative processors? You're seeing them hit the market in a big way. Uh, you know, maybe a helping address the challenge, But I'm gonna ask you the big, chewy question now, then would maybe go to some audience questions when you think about the world's biggest problems. I mean, we're global pandemics. Obviously top of mind. You think about nutrition, you know, feeding the global community. We've actually done a pretty good job of that. But it's not necessarily with the greatest nutrition climate change, alternative energy, the economic divides. You've got geopolitical threats and social unrest. Health care is a continuing problem. What's your vision for changing the world and how product innovation for good can be applied to some of the the problems that that you all are passionate about? Big question. But who wants toe start >>not biased. But for years I've been saying that if you want to solve the economy, the environment, uh, global unrest, pandemics education is the case If you wanna if you want to, um, make progress in those in those realms, I think funding funding education is probably gonna pay off pretty well. >>Absolutely. And I think stem is key to that. I mean, all of the, ah lot of the well being that we have today and then industrialized countries, thanks to science and technology, right, improvements in health care, improvements in communication, transportation, air conditioning. Um, every aspect of life is touched by science and technology. So I think having more kids studying and understanding that is absolutely key. Yeah, I agree, >>Philip, you got anything they had? >>I think there's some big technical problems in the world today, Raphael and ourselves there certainly working on a couple of them. Think they're also collaboration problems and getting everybody doing ableto pull together instead of pulling, pulling separately and to be able to spur the idea is onwards. So that's where I think the education side is really exciting. What Matt is doing and and it just kind of collaboration in general when we could do provide tools to help people do good work? Uh, that is, I think, valuable. >>Yeah, I think that's a very good point. And along those lines, we have some projects that are about creating very low cost instruments for low research settings places in Africa, Southeast Asia, South America so that they can do, um, um, biomedical research that it's difficult to do in those place because they don't have the money to buy the fancy lab machines that cost $30,000 an hour. Um, so we're trying to sort of democratize some of those instruments. And I think thanks to tools like Kahn shaped and is easier, for example, to have a conversation with somebody in Africa and show them the design that we have and discuss the details of it with them. Andi, that's amazing. Right? To have somebody you know, 10 time zones away, Um, looking really life in real time with you about your design and discussing the details or teaching them how to build a machine. Right? Because, um, you know, they have a three d printer. You can you just give them the design and say, like, you build it yourself, uh, even cheaper than and, you know, also billing and shipping it there. Um, so all that that that aspect of it is also so super important, I think, for any of these efforts to improve, um, some of the hardest part was in the world from climate change. Do you say, as you say, poverty, nutrition issues? Um, you know, availability of water. You have that project at about finding water. Um, if we can also help deploy technologies that teach people remotely how to create their own technologies or how to build their own systems that will help them solve those forms locally. I think that's very powerful. >>Yeah, that point about education is right on. I think some people in the audience may be familiar with the work of Erik Brynjolfsson and Andrew McAfee, the second machine age where they sort of put forth the premise that, uh, is it laid it out. Look, for the first time in history, machines air replacing humans from a cognitive perspective. Machines have always replaced humans, but that's gonna have an impact on jobs. But the answer is not toe protect the past from the future. Uh, the answer is education and public policy. That really supports that. So I couldn't agree more. I think it's a really great point. Um, we have We do have some questions from the audience. If if we can. If I can ask you guys, um, you know, this one kind of stands out. How do you see artificial intelligence? I was just talking about machine intelligence. Um, how do you see that? Impacting the design space guys trying to infuse a I into your product development. What can you tell me? >>Um, absolutely. Like, we're using AI for some things, including some of these very low cost instruments that will hopefully help us diagnose certain diseases, especially this is that are very prevalent in the Third World. Um, and some of those diagnostics are these days done by thes armies of technicians that are trained to look under the microscope. But, um, that's a very slow process. Is very error prone and having machine learning systems that can, to the same diagnosis faster, cheaper and also little machines that can be taken to very remote places to these villages that have no access to a fancy microscope to look at a sample from a patient that's very powerful, and I we don't do this. But I have read quite a bit about how certain places air, using a Tribune attorneys to actually help them optimize designs for parts. So you get these very interesting looking parts that you would have never thought off. A person would have never thought off, but that are incredibly light ink earlier strong and I have all sort of properties that are interesting thanks to artificial intelligence machine learning in particular, >>yet another, uh, advantage you get when when your work is in the cloud I've seen. I mean, there's just so many applications that so if the radiology scan is in the cloud and the radiologist is goes to bed at night, radiologist could come in in the morning and and say, Oh, the machine while you were sleeping was using artificial intelligence to scan these 40,000 images. And here's the five that we picked out that we think you should take a closer look at or like Raphael said. I can design my part. My, my, my, my, my you know, mount or bracket or whatever and go to sleep. And then I wake up in the morning. The machine has improved. It for me has made it strider strider stronger and lighter. Um And so just when your when your work is in the cloud, that's just that's a really cool advantage that you get that you can have machines doing some of your design work for you. >>Yeah, we've been watching, uh, you know, this week is this month, I guess is aws re invent and it's just amazing to see how much effort is coming around machine learning machine intelligence. You know, Amazon has sage maker Google's got, you know, embedded you no ML and big query. Certainly Microsoft with Azure is doing tons of stuff and machine learning. I think the point there is that that these things will be infused in tow R and D and in tow software products by the vendor community. And you all will apply that to your business and and build value through the unique data that your collecting you know, in your ecosystems. And and that's how you add value. You don't have to be necessarily, you know, developers of artificial intelligence, but you have to be practitioners to apply that. Does that make sense to you, Philip? >>Yeah, absolutely. And I think your point about value is really well chosen. We see AI involved from the physics simulations all the way up to interpreting radiation data, and that's where the value question, I think, is really important because it's is the output of the AI giving helpful information that the people that need to be looking at it. So if it's curating a serious of radiation alert, saying, Hey, like these are the anomalies you need to look at eyes it, doing that in a way that's going to help a good response on. In some cases, the II is only as good as the people. That sort of gave it a direction and turn it loose. And you want to make sure that you don't have biases or things like that underlying your AI that air going to result in, uh in less than helpful outcomes coming from it. So we spend quite a lot of time thinking about how do we provide the right outcomes to people who are who are relying on our systems? >>That's a great point, right? Humans, air biased and humans build models, so models are inherently biased. But then software is hitting the market. That's gonna help us identify those biases and help us, you know? Of course. Correct. So we're entering Cem some very exciting times, guys. Great conversation. I can't thank you enough for spending the time with us and sharing with our audience the innovations that you're bringing to help the world. So thanks again. >>Thank you so much. >>Thank you. >>Okay. You're welcome. Okay. When we come back, John McElheny is gonna join me. He's on shape. Co founder. And he's currently the VP of strategy at PTC. He's gonna join the program. We're gonna take a look at what's next and product innovation. I'm Dave Volonte and you're watching innovation for good on the Cube, the global leader. Digital technology event coverage. We'll be right back

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. Hey, is Keith Townsend, principal at CTO Adviser, and you're watching the Cube virtual coverage of AWS reinvent 2020. I'm really excited whenever we get toe talk to actual end users. Builders. The conversation is dynamic. This is no exception. Back on the show, Al Vanish despondent head off architectures at logic I've been ish. Welcome back to the show. >>Thanks, Kate. Good to be here >>and on the other side of my screen or how you depend on how you're looking at it is Anthony Brooks Williams C E O off HBR Anthony, Welcome back to the Cube. I know your kind of tired of seeing us, but the conversation is gonna be good, I promise. >>Thanks very much. Look forward to being here and great as you said to talk about a use case for the customer in the real world. >>So I'll be let's start off by talking about lodge attacking. What are you guys doing in a W s in general? I mean, e no. Every company has public cloud, but Logitech and AWS and Public Cloud doesn't naturally come to mind. Help educate the audience. What do you guys doing? >>Sure, so traditionally, audience knows Logitech as the Mice and keyboard company, but we do have a lot of brands which are cool brands off logic tech If you know about gaming, Logitech G is a huge brand for us. We are in video collaboration space. We compete with the likes off Ciscos of the world, where we have hardware that goes on bond works with Zoom Google as well as Microsoft ecosystems. That has been a huge success in a B two b well for us. Beyond music industry gaming as an Astro gaming Jay Bird head phones for athletes. We are also in security system space. On top of that were also in the collaboration space off streaming as in stream labs so a Z can see logic has grown toe where that a lot off use cases, apart from just peripherals, is out there. We connected devices, so we're also looking to move towards a cloud ecosystem where we could be in on on our toes, toe provisioning information on DNA, make sure we are computing to the best of the world. So we are in AWS. We do a lot more in AWS now, compared to what we used to do in the past last five years has seen a change and a shift towards more cloud public cloud usage pure SAS environments in the ws as well And we provisioned data for analysis and essentially a data driven enterprise. Now more so on V as we move towards more future >>and Anthony talked to me about not necessarily just largest heck, but the larger market. How are you seeing companies such as logic? Heck take advantage off A W s and Public cloud. >>Yeah, but I think you mean ultimately we've seen it accelerated the show. Me Castle's just looking for a better way to connect with their prospects, you know, and leverage data in doing so. And we've seen this this driver around digital transformation and that's just being sped up the shirt, given what we've seen around covert and so a lot more companies have really pushed forward and adopting, you know, the infrastructure and the availability off systems and solutions that you find in a platform such as AWS on bets that we've seen grand deduction from our side of customers doing that, we provide the most efficient way of protesters to move data to so platforms such as I don't yes, and that's what we've seen. A big uptick picture. >>So let's focus the conversation around data data, the new oil. We've heard the taglines. Let's put some meat on the bone, so to speak and talk through How are you at logic Tech using real time data in the public cloud? >>Sure, Yeah. I mean, traditionally, if you look at it, uh, logic could selling hardware. Andi hope it >>works for >>the end consumer. Uh, we would not necessarily have an insight into how that product is being used. I think come fast forward. Today's world. It's a connected devices environment. You want to make sure when you sell something, it is working for that consumer. You would want them to be happy about that product, ensuring a seamless experience. Eso customer experience is big. You might want to see a repeat customer come about right. So So the intent is to have a lot off. It is connected experience where you could provisional feedback loop to the engineering team toe to ensure stability off the product, but also enhancements around that product in terms off usage patterns. And and we play a big role with hardware in what you're gaming, for example. And as you can see, that whole industry is growing toe where everything is connected. Probably people do not buy anything, which is a static discussing thing. It's all online gaming. So we want to ensure we don't add Leighton. See in the hardware that we have, ensuring a successful experience and repeat customers right? The essential intent is at the end of the day, to have success with what you sell because there's obviously other options on the market and you want to make sure our customers are happy with the hardware they are investing. Maurin that hardware platform and adding different, very fills along with it so that seamless experiences where we wanna make sure it's connected devices to get that insight. We also look at what people are saying about our products in terms off reviews on APS are on retail portals to ensure we we hear the wise off customer on channel. How's that energy in a positive way to improve the products as well as trying to figure out if there are marketing opportunities were you could go across sailing up cells, so that's essentially driving business towards that success, and at the end of it, that would essentially come up with a revenue generation model >>for us. So Anthony talked to me about how HBR fits into this, because when I look at cloud big, that can be a bit overbearing, like, where's where's the starting point? >>So I mean, for us, you mean the starting point Answer questions around. Acquiring the data data is generated in many places across organizations in many different platforms and many systems. And so we have the ability to have a very efficient technique in the way we go acquire data the way we capture data through this technique called CBC Chinese share the capture where you're feeding incremental updates off off the data across the network. That's the most efficient way to move this data. Firstly, across a wide area network cloud is an endpoint. Uh, you mean off that, And so, firstly, we specializing in supporting many different source systems and so we can acquire that data very efficiently, put it into our into a very scalable, flexible architecture that we have. That's that's a great foot for this modern world of great foot for the cloud. So not only can we capture data from many different source systems, their complexities and a lot of these type of the moments that customers have, we could take the data and move it very efficiently across that network at scale. Because we know, as you've said, data is the new oil that's the lifeblood of organizations today. So we can move that data efficiently at scale across the network and then put it into a system such a snowflake running in AWS like we do for a hobby and a larger taken. So that's really where we fit. I mean, we can, you know, we support data taken from many sources, too many different target systems. We make sure that data is highly accurate. When we move that data across that matches what was in the source of matches, what's in the in the target system. And we do that in this particular use case and what we see predominantly today, the source systems are capturing the data typically today. Still generated on Prem could be data that's sitting in an SFP environment. Unpack that data. Decode that data is to be complex to get out and understand it on moving across and put it in their target system, that predominance sitting in the cloud for all the benefits that we see that the cloud brings around elasticity and efficiency and operational costs the most type of things. And that's probably human in where we fit into this picture. >>You know, I think if I add a little bit there, right, So to Anthony's point for us, we generate a lot of data. You're looking at billions off rolls a day from the edge where people like you and I are using logic devices and we also have a lot off prp transactions That going so the three V s Typically that they call about big data is like the variety off data volume of data at velocity that you want to consume it. So the intent is if you need to be data driven, the data should be available for business consumption as it is being generated very near real time, and that the intent for some of these platforms like H we are, is How efficiently could you move that data, whether it's on Prem or a different cloud into AWS on giving it for business consumption of business analysis in near real time. So you know we strive, Toby Riel time. Whether it's data from China in our factory, on the shop floor, whether it's being generated from people like you and I playing a game for eight hours on generating so many events, we're gonna ensure all that data is being available for business analysis and gone out of those days where we would load that data once a day. And in the hope that we do a weekly analysis right today, we do analysis on make business decisions on that data as the data is being generated. And that's the key to success with such platforms, where we want to make sure we also look at build vs buy rather than us doing all that core and trying toe in just that data we obviously partner with which we are in certain application platforms to ensure stability off it. And they have proven with their experience the I P or the knowledge around how to build those platforms, which even if we go build it, we might need bigger teams to build that. I would rather rely on partners for that capability. And I bring more business value by enabling and implementing such solutions. >>So let's put a little color around that skill whenever I talk to CDOs. Chief data officers, data architects One of the biggest problems that they have in these massive systems you're talking about getting data from E. AARP uh, Internet of things devices, etcetera is simple data transformation. E t l data scientists spend a good droid at a time, maybe sometimes 80% of their time on that data transformation process that slows down the ability to get answers to critical business. Analytic questions. How is HBR assistant you guys and curling down at time for detail? >>Absolutely. So we we do not. We went to cloud about five years back, and the methodology that you talk about e t. L is sort of a point back in the day when you would do, you know, maybe a couple of times a day ingestion. So it's like in the the transition off the pipeline. As you are ingesting data, you would transform and massage the return, enhance the data and provisioned it for business consumption. Today we do lt we extract loaded into target and natively transform it as needed from business consumption. So So we look at each. We are, for example, is, uh, we're replicating all off our e r P data into snowflake in the cloud for real time ingestion and consumption. Uh, if you do all of this analysis on article side to it, typically you would have ah, processing where you would put put in a job toe, get that data out, and analysis comes back to you in a couple of hours out here, you could be slicing and dicing the data as needed on it's all self serve on provisioning. We do not build analysis foreign users. Neither do we do a lot off the data science. But we want to make sure when businesses using that data they can act on that as it's available on the example is we had a processing back in the day with demand forecasting, which we do for every product off logic for 52 weeks, looking ahead for for every week, right, and it will run for a couple of days that processing today with such platforms on in public Lot. We do that in an hour's time. Right now That's critical for business success because you want to know the methodologies you feel need Tofail or have challenges. You probably wanna have them now rather than wait a couple of days for that process in the show up, and then you do not have enough time to, at just the parameters are bringing back some other business process toe augmented. So that's what we look at. The return on investment for such investment are essentially ensuring business continuity and success outfront on faster time to deliver. >>Yeah, >>so, Anthony, this seems like this would really change the conversation within enterprises. The target customer or audience really changes from kind of this IittIe centric movement tome or strategic move. We talked to me about the conversations you've had, what customers and how this has transformed their business. >>Yeah, a few things to unpack there, um, one. You mean, obviously, customs wanna make decisions on the freshest data, so they typically relied on in the past on these batch orientated tough data movement techniques, which which will be touched on there and how we're able to reduce that that time window. Let them make decisions on the freshest data where that takes, you, choose into other parts of organizations. Because, Azzawi said, already, I mean, we know that is the lifeblood of them. There was many, I would say, Typically, I t semi, but let's call it data. Seven people sitting in the both side of organizations, if not Mawr, than used to sit in the legacy I t side. They want access to this data. They want to be able to access their daily easy. And so one of these things cloud based system SAS based systems have made that a lot easier for them. And the conversations. We have a very much driven from not only the chief data officers, but the CEOs. Now they know in order to get the advantage to win. To survive in today's times, they need to be data driven organizations, and it sounds cliche. We hear these digital transformation stories and data driven taglines. They get thrown out there, but what we've seen is where it's really it's been put to toss this year it is happening. Projects that would happen 9 12 months have been given to month Windows to happen because it's a matter of survival and so that's what's really driven. And then you also have the companies that benefit as well. You mean we're fortunate that we are able as a company globally, with composer of all to work from her very efficiently. But then support customers like Obvious who or providing these work from home technology systems that can enable another? The semester It's really moved. That's driven down from being purely I t driven to its CEO, CEO, CEO driven because its's what they've got to do. It z no longer just table stakes. >>I >>think the lines are great, right way we roll up into CEO and like I work for the CEO at at large detect. But we strive to be more service oriented than support. So I t was traditionally looked at as a support our right. But we obviously are enabling the enterprise to be data driven, so we strive to be better at what we do and how we position ourselves. As as more off service are connected to business problem, we understand the business problem and the challenge that they have on and ensuring we could find solutions and solution architectures around that problem to ensure success for that, right? And that's the key to it. Whether we build, vs, buy it. It's all about ensuring business doesn't have toe find stopgap solutions to be successful in finding a solution for their problem. >>Avi Anthony, I really appreciate you guys taking the time to peel back the layers and help the audience understand how to take thes really abstract terms and make them rial for getting answers on real time data and kind of blowing away these concepts of E t l and data transformations and how toe really put data toe work using public cloud resource sources against their real time data assets. Thank you for joining us on this installment of the Cube virtual as we cover A W s re event, make sure to check out the portal and Seymour great coverage off this exciting area off data and data analysis

>>from around the globe. It's the Cube with digital coverage of AWS reinvent 2020 sponsored by Intel, AWS and our community partners. Welcome to the cubes coverage of AWS reinvent 2020. The virtual version. I'm Lisa Martin here with the guests from Bumi. Please welcome Ed Makowski, its head of product of the program and nice to see you today >>I see you, Lisa. >>So here we are in a very socially distant world. But I know a lot about movie, and that movie is really all about connecting people with what they want now. So talk to me before we dig into kind of what's going on with AWS. What's the landscape? That movie like in this year that has had so much change? >>So things have been going really well for us business wise, I think you know, as we've come through this pandemic or we continue to work through the pandemic, we're seeing a lot of our customers accelerating their their migration to the cloud acceleration, accelerating their modernization journeys. Um, in fact, we see the 30% uptick and usage in our platform. You know, in the last several months, as as people just continue to double down on automating, integrating their systems, working through integrated experiences. Toe Really like you said put put data in the hands of the users, the data that they're looking for on the work clothes that they're looking to automate. They're accomplishing that our platform. So things have been good. >>That's good in a year of such uncertainty. So as we kind of look at, you know, you talked about it. We've been talking about it for months now. This acceleration of the digital journey, that Cove it is really catalyzing. Let's get specific with from an integrated experience perspective, I think we're all as consumers, even Mawr demanding oven integrated experience. Now more than ever. How are you working with customers To help them achieve that? >>Sure. So So the way we look at the world through our lenses, data collectivity and user engagement, or are critical pieces to a cloud modernization or a cloud migration journey. So, just like in life, people make connections early on, and as they work through life, they leverage those connections to make advancements, that sort of thing. I did an interview actually a couple of weeks ago with an A list celebrity, where he gave us a bunch of feedback around connectivity where he talked about early on in his life. He made connections that that provided him value later in his career. We think of the same thing for a business, right? If you think about as a business, your customers, your employees, urine users, it's important to take your most strategic asset, which is your data, and and put that toe work for you and make connections with those users, employees, partners, etcetera, eso we look at those is integrated experiences, right, and we we offer a platform that, in a low code way, allows the business to make those connections with users in those integrated experiences. >>Love to know who the A list celebrity was, but I won't ask you to develop that information because we look at that, you know, nowadays we had this massive shift in the last eight months or so where I think as consumers we've been everything's been on demand for a while. We're used to getting what we want. And in the business world there was a big shift and trying to figure out companies well known companies, you know, filing for Chapter 11 and trying to figure out How do we pivot? Not just once, but it's a Siris of pivots, right? So talk to me about From From an integrated experiences perspective, any customers that you kind of think in particular really, really highlight what Bhumi is doing there to allow these customers to have connected integrated experience while you're helping those customers modernized and transform their businesses. >>Yeah, I mean, I could talk to a couple of examples where you know, when when the pandemic hit in the coven situation hit, we had a lot of, you know, I think the world saw there were a lot of mom and pop shops downtown Main Street where they were trying to collect information from industry from from their governments and industries. And they were trying to really relay that information out to, um, their customers and users. And most of them, those small businesses, uh, weren't I t enabled in any way, shape or form, and we tried to figure out what is the business can we do to help solve some of these challenges and a booming for good initiative? And we put out a solution called answers on demand that we gave out to free for free and within I believe it was two weeks. We had only over 2500, you know, customers from all different shops around the country that that registered and basically were ableto themselves stand up a frequently asked question. Ah, site within their Web page chatbots that they were embedded. They were able to bed in the Web page on a low code way, and that was kind of one example. Another from an enterprise example, is you think of things like, Hey, a new employee starts and typically they can walk in the first day. People hand them forms, they walk around, they meet with different departments. How do I get myself on boarded to an organization? Well, in the world today, everybody expects things to be on their mobile. They expect things to be done immediately, and they're not gonna goto 10 different APs in order to onboard themselves to go get swag or sign themselves up for their payroll, etcetera. That's a classic, you know, integrated integrated experiences use case that we help with where it's Hey, we can help with integrating those systems in the back end and provide an integrated experience to your new employees that come on board so they can walk through and be up and running within your company very quickly in a remote way. So we offer all the tooling that businesses can customize. Those make them look like they're, you know, they're color schemes of their business. So on and so forth create custom work flows all again in a low code way because we focus on time to value. It's about getting something done very quickly versus along I t projects That's going to take, you know, 23 years. >>Yeah, I remember. I think it was booming world last year where Chris, your CEO, was talking about, uh, the on boarding experience when he started at Bumi and how massively transformed that is. But to your point right now, there's so many things that we don't have time for. And so when there's obstacles in our way or processes or more convoluted, it just makes everything you know, not function well together or allow customers really maximize their investments in particular technologies. I wanted to get your take on Speaking of maximizing investments, How does booming help have you worked with partner with AWS to help your customers maximize their investments in AWS is technology and services. Sure >>so So we you know, we built our platform first and foremost on top of the AWS platform. So we sit there natively and we take advantage of all of a W s S s services. Behind the scene seems to offer secure platform that customers can work in from a loco development environment. From there you can take advantage. You can take your Bumi integrations and you can run them within three a w your own A w s environment if you'd like to. So we've actually launched a ah Bumi Quick start that allows you to Okay, quickly deploy a run time that spends up in the AWS cloud so you can run your workloads there in a secure way. If you've got your own security set up, you can run within that domain versus going within boonies cloud if you'd like. We're also about to release an elastic version of that That's kubernetes base so that you could, you know, scale that up and down and take advantage of your AWS. Resource is not in a fixed way. But Maurin, a survivalist type capacity. We also have data catalog and prep capabilities now, which we didn't have last year. But we have We've added these so that you can explore your AWS endpoints. You can explore any business and points that you have and kind of look at what data you have that you can, you know, harvest thio, pull together and and offer that make that available to your customers and users. You can run all of that in your AWS environment as well. We put >>a >>bunch of focus and adventure oven architectures so as a you know, as a classic integration scenario, a lot of people focus on pub sub patterns, those types of things. So we're we released connectivity to event bridge, sqs, etcetera. We also support connectivity to red shift so you can handle data warehousing scenarios. So and a lot of investment in the AWS ecosystem in the last year and a half to two years, and we continue, you know, we're going to continue doing that. We're just kind of at the beginning of that. So >>Bumi has over 12,000 customers ranging from, you know, the big guys, nonprofits like American Cancer Society, etcetera. How do you work with customers as head of product toe help them influence the road back to be able to take in the information that they need to. For example, we wanna we wanna be ableto work with me and really modernized but also maximize or a W s investment. What is that customer feedback loop like? >>Sure, So we've got within booming. We have a customer success team that focuses on all of those customers and different tiers. Verticals, um, you know, different horizontal plays, etcetera. But we have success. People that look out, you know, for our customers meet with them on a regular basis. They bring a lot of that feedback back into product. I'm an executive sponsor for a number of our customers where I meet with them directly to understand the projects, use cases. What are they trying to achieve and take? That is input, but but very specifically, we do quarterly webinars for our customers where we get each of our product managers, including myself, do a two hour session where we go through every single detail of here is what we are expecting ourselves that delivered to you as a customer over the next year, and that gives our customers the opportunity to see all those details. We published them online publicly. We then allow them to come back through direct relationships with product or customer success. To request these enhancements. We score them, we go through. We do commit a tely east. 25% of our roadmap to customers specific requests. Um, you know, even the 75% other piece of the road map we're looking at what we feel is the best interest of our customers and what we want to take them in an innovative way. But like I said, the 25% are direct commitment to Hey, customer wants X Y Z feature will put that in the 25% >>That's he, especially right now to be able to be able to. I don't want to be reactive because we often use that as a bad term. But be able to pivot quickly and and take that information in and make the changes needed that will benefit countless others if we go back to integrated experiences, you know, here we are at this virtual aws reinvent. We're so used to being surrounded in Vegas by 45,000 people. But talk to me about how Bhumi is helping AWS customers with their integrated experiences. What are some of the things that you guys are really excited about that you're enabling now? >>So with an integrated experience, you know, again, I go back to the three things that any customer AWS customer specifically need thio think about in order to create an ingrate experience. So data readiness is the first piece. So with a W s, you'll be spinning up a number of the services. You'll be putting data in the cloud so on and so forth. But you need to make sure that that data is of high quality. Um, it's secure. It's understood something like, you know, 60 to 70% of data that you haven't enterprises is unknown, and we help solve some of those challenges through our catalog and prepping tools. So even if you're moving a bunch of your processes and data applications into the cloud, we can help customers with data readiness and making sure it's security of high quality. The second piece is pervasive connectivity. So it is about connecting all of your data sources. So we do have an open platform. You have all your AWS services that we can help you connect to get data from those sources or or transfer them to those sources. But we also allow you to extend out into on Prem or other clouds as well. So as much as we love and work with a W s, we do understand that people need to move things into the cloud out of the cloud, etcetera. You know, we help with all of those connectivity challenges that an organization may face. Uh and then the third is that user engagement engagement piece So you could move data all around all you want. You can understand your data, but unless you're putting it in the hands of the user and allowing them to act on that data in some way, shape or form the tools we have, you know, around workflow and building those in a low code way, you could do all of this in a, you know, a unified platform that we have that you can go in and building a low code way. You don't have to be a pure hardcore Java developer to get things done. We focus on time to value. So you can. You know, we have stories of customers building their first set of integrations or work flows and, you know, minutes or a couple of hours versus some of our competitors who take days, weeks or months. >>So from a local perspective, something I'm just curious about, that's kind of be a facilitator of during the last, you know, eight months of things changing and customers not being able suddenly to get into their data centers air on site, talk to me a little bit about some of the things maybe even anecdotally, that you've heard about Bhumi Loco development platform being facilitator of people that couldn't get to a data center. >>Yeah, so I mean, all of the development even before covert, all all loco development that you did for Bumi was in a Web browser. We've always been that right. So we have that capability. And then from a run time, I was talking earlier about how you can run in a ws cloud. But you can also set your runtime behind a firewall. If it is at a facility, you can put it in. You know, any locations around the world. So when the pandemic hit and folks started needing to work remotely, it was kind of a non event for many of our developer, our local developers, because they can now access the browser from home and still access. All those resource is whether it's on site in a W s or wherever they were then forced to Okay, The rest of the business is saying we need to make data available. We need to actually now put processes in place. And and Bumi became an asset to say, Wait a minute. It's not about just integration behind the scenes, that's plumbing that nobody sees. Our users started becoming heroes in their business by standing up work flows and saying I can quickly because it's low code. Oh, you need to collect information about, you know, in some cases, you know, citizen information that they used to go to. You know, I don't know that I could talk about this government, but citizens used have to go into a building in order to fill out forms and whatnot. We need to collect data live. How can I do that? Okay. This government now just use boom me to start posting these on their website. These work flows in a secure way. You know, that's just, um, examples. I talked about answers on demand before, but but we've seen this pivot of user engagement Mawr out of, you know, bringing middleware and integration out of the shadows of I t into solving real problems as people are now this first around the world at home. So >>solving your problems and probably helping a lot of businesses not just survive the last few months and forward but thrive as well as theirs. We know some things from this will be permanent. Let's question to you just can you give us a sneak peek into some of the solutions and the initiatives that Booby and AWS are working on together? Yes. >>So I talked a little bit about this before, so we are in Advanced Tech Partner were a public sector partner. We run our platform on AWS again, so we continue to work on how we can keep expanding and taking advantage of A W S two services To make things more scalable. Onda were more and more secure. It's always a top priority given the shift to the cloud and a W s is helping us with those we have are quick starts that we're working on again to make things quicker and easier for people to stand up integration workloads in AWS catalog and prep again. All of the connectivity that we have to things like event bridge, sqs Red shift, etcetera. Um, you know, those are all the things we're collaborating on with them. And again through the next year, we'll continue to keep focusing on more and more to just make running your booming environment in AWS more and more seamless. >>Seamless. I'll take it well and thank you so much for sharing what's going on with Louis and AWS in this virtual event. We appreciate your time. >>Yeah. Thank you so much. >>Bread. McCaskey. I'm Lisa Martin. You're watching the cubes coverage of AWS reinvent 2020 A virtual edition

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

>>from around the globe. It's >>the Cube with digital coverage of Dev >>Ops Virtual Forum Brought to You by Broadcom. Welcome to Broadcom, Step Ups, Virtual Forum I and Lisa Martin and I'm joined by another Martin very socially. Distance from me all the way. Coming from Birmingham, England, is Glynn Martin, head of Q. A transformation at BT Glenn. It's great to have you on the program. >>Thank you, Lisa. I'm looking forward, Toa. >>As we said before, we went live to Martin's for the price of one in one segment. So this is gonna be an interesting segment, Guesses. What we're gonna do is Glen's gonna give us a really kind of deep inside out view of Dev ops. From an evolution perspective, Soglo's Let's start transformation is at the heart of what you dio. It's obviously been a very transformative year. How have the events of this year affected the transformation that you are so responsible for driving? >>Yeah. Thank you, Leigh. So I mean, yeah, it has been a difficult year Bond, although working for BT, which is ah, global telecommunications company. Relatively resilient, I suppose, as an industry through covert, it obviously still has been affected and has got its challenges on bond. If anything is actually caused us to accelerate of our transformation journey, you know, we had to do some great things during this time around. You know, in the UK for our emergency and health workers give them unlimited data and for vulnerable people to support them and that spent that we've had to deliver changes quickly. Um, but what? We want to be able to do it, deliver those kind of changes quickly, but sustainably for everything that we do, not just because there's an emergency eso we were already on the kind of journey to by John, but ever so ever more important now that we are what we're able to do, those that kind of work, do it more quickly on. But it works because the implications of it not working is could be terrible in terms of, you know, we've been supporting testing centers, new hospitals to treat covert patients, so we need to get it right and therefore the coverage of what we do, the quality of what we do and how quickly we do. It really has taken on a new scowling what was already a very competitive market within the telco industry within the UK. Um, you know, what I would say is that you know, we are under pressure to deliver more value, but we have small cost challenges. We have to obviously deal with the fact that you know, Cove in 19 has hit most industries kind of revenues and profits. So we've got this kind of paradox between having less cost, but they're having to deliver more value quicker on bond, you know, to higher quality. So, yeah, certainly the finances is on our minds. And that's why we need flexible models, cost models that allow us to kind of do growth. But we get that growth by showing that we're delivering value, especially in, you know, these times when there are financial challenges on companies. >>So one of the things that I want to ask you about again looking at, develops from the inside out on the evolution that you've seen you talked about the speed of things really accelerating in this last nine months or so. When we think Dev ops, we think speed. But one of the things I love to get your perspective on we've talked about in a number of the segments that we've done for this event is cultural change. What are some of the things that scene there as as needing to get, as you said, get things right but done so quickly to support essential businesses, essential workers? How have you seen that cultural shift? >>Yeah, I think you know, before, you know, test test team saw themselves of this part of the software delivery cycle. Andi, actually, now, really, our customers were expecting their quality and to deliver for our customers what they want. Quality has to be ingrained throughout the life cycle. Obviously that you know, there's lots of buzzwords like shift left. How do you do? Shift left testing. But for me, that's really instilling quality and given capabilities shared capabilities throughout the life cycle. That Dr you know, Dr Automation drive improvements. I always say that you know, you're only as good as your lowest common denominator on one thing that we're finding on our Dev Ops Journey Waas that we were you know, we would be trying thio do certain things quicker and had automated build automated tests. But if we were taking weeks to create test scripts or we were taking weeks to manly craft data, and even then when we had taken so long to do it that the coverage was quite poor and that led to lots of defects later in the lifecycle or even in in our production environment, we just couldn't afford to do that. And actually, you know, focusing on continuous testing over the last 9 to 12 months has really given us the ability Thio delivered quickly across the the whole life cycle and therefore actually go from doing a kind of semi agile kind of thing where we did you use the stories we did a few of the kind of, you know, as our ceremonies. But we weren't really deploying any quicker into production because, you know, our stakeholders were scared that we didn't have the same control that we had when we had more water for releases. And, you know, when way didn't think ourselves. So we've done a lot of work on every aspect, especially from a testing point of view, every aspect of every activity, rather than just looking at automated test, you know, whether it is actually creating the test in the first place, Whether it's doing security testing earlier in the light and performance testing. Learn the life cycle, etcetera. So, yeah, it Z It's been a riel key thing that for for C T for us to drive, develops, >>talk to me a little bit about your team. What are some of the shifts in terms of expectations that you're experiencing and how your team interacts with the internal folks from pipeline through life cycle? >>Yeah, we've done a lot of work on this, you know, there's a thing. I think people were pretty quiet. Customer experience. Gap. It reminds me of a cart, a Gilbert cartoon where, you know, we start with the requirements here on Do you know, we almost like a Chinese whisper effects and what we deliver eyes completely, completely different. So we think the testing team or the the delivery team, you know, you know, you think they've done a great job. This is what it said in the acceptance criteria, but then our customers the same Well, actually, that's not working. This isn't working, you know, on there's this kind of gap Way had a great launched this year of actual Requirement Society, one of the board common tools Onda that for the first time in in since I remember actually working within B. T, I had customers saying to may, Wow, you know, we want more of this. We want more projects, um, to have a actual requirements design on it because it allowed us to actually work with the business collaboratively. I mean, we talk about collaboration, but how do you actually, you know, do that have something that both the business on technical people can understand? And we've actually been working with the business using at our requirement. Designer Thio, you know, really look about what the requirements are. Tease out requirements to the hadn't even thought off and making sure that we've got high levels of test coverage. And so what we actually deliver at the end of it, not only have you been able Thio generate test more quickly, but we've got much higher test coverage and also can more smartly, you're using the kind of AI within the tour and with some of the other kind of pipeline tools actually deliver to choose the right tests on the bar, still actually doing a risk based testing approach. So that's been a great launched this year, but just the start of many kind of things that we're >>doing. But what I hear in that Glenn is a lot of positives that have come out of a very challenging situation. Uh, talk to me about it and I like that perspective. This is a very challenging time for everybody in the world, but it sounds like from a collaboration, perspective is you're right. We talk about that a lot critical with Dev Ops. But those challenges there you guys were able to overcome those pretty quickly. What other challenges did you face and figure out quickly enough to be able to pit it so fast? >>I mean, you talked about culture. I mean, you know, Bt is like most come countries companies. So, um, is very siloed. You know, we're still trying to work to become closer as a company. So I think there's a lot of challenges around. How do you integrate with other tools? How do you integrate with you know, the various different technologies and bt we have 58 different whitey stacks? That's not systems that stacks all of those stacks of can have, you know, hundreds of systems on we're trying to. We're gonna drive at the moment a simplified program where we're trying Thio, you know, reduce that number 2 14 stacks. And even then they'll be complexity behind the scenes that that we will be challenged. Maurin Mawr As we go forward, how do you actually hired that to our users on as an I T organization? How do we make ourselves Lena so that even when we you know, we've still got some of that legacy and we'll never fully get rid of it on that's the kind of trade off that we have to make. How do we actually deal with that and and hide that for my users a say and and and drive those programs so we can actually accelerate change. So we take, you know, reduce that kind of waste, and that kind of legacy costs out of our business. You know, the other thing is, well, beating. And I'm sure you know telecoms probably no difference to insurance or finance we've got You know, when you take the number of products that we do and then you combine them, the permutations are tens and hundreds of thousands of products. So we as a business to trying to simplify. We are trying Thio do that in a natural way and haven't trying to do agile in the proper way, you know, and really actually work it paste really deliver value. So I think what we're looking Maura, Maura, at the moment is actually, um is more value focus? Before we used to deliver changes, sometimes into production, someone had a great idea or it was a great idea nine months ago or 12 months ago. But actually, then we end up deploying it. And then we look at the the the users, you know, the usage of that product of that application or whatever it is on. It's not being used for six months, so we're getting much we haven't got, you know, because of the last 12 months, we certainly haven't got room for that kind of waste and you know, the for not really understanding the value of changes that we we are doing. So I think that's the most important thing at the moment is really taken that waste out. You know, there's lots of focus on things like flow management. What bits of the our process are actually taking too long, and we've We've started on that journey, but we've got a hell of a long way to go, you know, But that that involves looking every aspect off the kind of software delivery cycle. >>What are some? Because that that going from, what, 58 i t stocks down to 14 or whatever it's going to be go simplifying is sounds magical. Took everybody. It's a big challenge. What are some of the core technology capabilities that you see really as kind of essential for enabling that with this new way that you're working? >>Yeah. I mean, I think we've started on a continuous testing journey, and I think that's just the start. I mean, that's really, as I say, looking at every aspect off, you know, from a Q, a point of view. It's every aspect of what we dio. But it's also looking at, you know, we're starting to branch into more like a AI ops and, you know, really, the full life cycle on. But, you know, that's just a stepping stone onto, you know, I think oughta Nomics is the way forward, right? You know all of this kind of stuff that happens um, you know, monitoring, you know, monitoring systems, what's happening in production had to be feed that back. How do you get to a point where actually we think about a change on then suddenly it's in production safely. Or if it's not going to safety, it's automatically backing out. So, you know, it's a very, very long journey. But if we want Thio, you know, in a world where the pace is ever increasing the demands of the team and you know, with the pressures on at the moment where with we're being asked to do things, you know more efficiently Ondas leaving as possible. We need to be, you know, thinking about every part of the process. And how do we put the kind of stepping stones in players to lead us to a more automated kind of, you know, their future? >>Do you feel that that plant outcomes are starting to align with what's delivered? Given this massive shift that you're experiencing, >>I think it's starting to, and I think you know, Azzawi. Look at more of a value based approach on. Do you know a Zeiss? A princess was a kind of flight management. I think that's that will become ever evermore important. So I think it's starting to people. Certainly realized that, you know, people teams need to work together. You know, the kind of the cousin between business and ICT, especially as we go Teoh Mawr kind of sad space solutions, low cold solutions. You know there's not such a gap anymore. Actually, some of our business partners expects to be much more tech savvy. Eso I think you know, this is what we have to kind of appreciate. What is I ts role? How do we give the capabilities become more for centers of excellence rather than actually doing Mount amount of work And for May and from a testing point of view, you know, amount, amount of testing, actually, how do we automate that? How do we actually generate that instead of created? I think that's the kind of challenge going forward. >>What are some? As we look forward, what are some of the things that you would like to see implemented or deployed in the next say, 6 to 12 months as we hopefully round a corner with this pandemic? >>Yeah, I think you know, certainly for for where we are as a company from a Q A perspective. We are. Yeah, there's certain bits that we do Well, you know, we've started creating continuous delivery. A day evokes pipelines. Um, there's still manual aspects of that. So, you know, certainly for May I I've challenged my team with saying, How do we do an automated journey? So if I, you know, I put a requirement injera or value whoever it is, that's why. Then click a button on bond, you know, with either zero touch of one touch, then put that into production and have confidence that that has been done safely on that it works. And what happens if it doesn't work? So you know, that's that's the next in the next few months, that's what our concentration is about. But it's also about decision making, you know, how do we actually understand those value judgements? And I think there's lots of the things Dev ops, ai ops, kind of always that aspects of business operations. I think it's about having the information in one place to make those kind of decisions. How does it all tied together, as I say, even still with kind of Dev ops, we've still got elements within my company where we've got lots of different organizations doing some doing similar kind of things but the walking of working in silos Still. So I think, having a eye ops Aziz becomes more and more to the fore as we go to the cloud. And that's what we need to. You know, we're still very early on in our cloud journey, you know. So we need to make sure the technologies work with Cloud as well as you kind of legacy systems. But it's about bringing that all together and having a full visible pipeline. Everybody can see and make decisions against >>you said the word confidence, which jumped out at me right away. Because absolutely, you've gotta have be able to have confidence in what your team is delivering and how it's impacting the business and those customers. Last question for you is how would you advise your peers in a similar situation to leverage technology automation, for example, dev ops to be able to gain the confidence that they're making the right decisions for their business? >>Yeah, I mean, I think the the approach that we've taken actually is not started with technology we've actually taken human centered design a za core principle of what we dio within the i t part of BT. So by using humans tend to design. That means we talked to our customers. We understand their pain points, we map out their current processes on. But when we mapped out, those processes also understand their aspirations as well, you know, Where do they want to be in six months? You know, Do they want to be more agile and you know, or do they want Teoh? Is this apart their business that they want thio run better? We have to Then look at why that's not running well and then see what solutions are out there. We've been lucky that, you know, with our partnership with Broadcom within the P l. A. A lot of the tortures and the P l. A have directly answered some of the businesses problems. But I think by having those conversations and actually engaging with the business, um, you know, especially if the business hold the purse strings, which is you know, in some companies, including as they do there is that kind of, you know, almost by understanding their their pain points and then saying This is how we can solve your problem We've tended to be much more successful than trying Thio impose something and say We're here to technology that they don't quite understand doesn't really understand how it could have resonate with their problems. So I think that's the heart of it is really about, you know, getting looking at the data, looking at the processes, looking at where the kind of waste is on. Then actually then looking at the right solutions. And as I say, continuous testing is a massive for us. We've also got a good relationship with capitals looking at visual ai on. Actually, there's a common theme through that, and I mean, AI is becoming more and more prevalent, and I know yeah, sometimes what is A I and people have kind of the semantics of it. Is it true, ai or not? But yes, certainly, you know, AI and machine learning is becoming more and more prevalent in the way that we work, and it's allowing us to be much more effective, the quicker and what we do on being more accurate. You know, whether it's finding defects, running the right tests or, you know, being able to anticipate problems before they're happening in a production environment. >>Welcome. Thank you so much for giving us this sort of insight. Outlook at Dev Ops, sharing the successes that you're having taking those challenges, converting them toe opportunities and forgiving folks who might be in your shoes or maybe slightly behind advice. I'm sure they appreciate it. We appreciate your time. >>It's been an absolute pleasure, Really. Thank you for inviting me of Extremely enjoyed it. So thank you ever so much. >>Excellent. Me too. I've learned a lot for Glynn Martin and Lisa Martin. You're watching the Cube?

>>from around the globe. It's the Cube with coverage of Yukon and Cloud. Native Con North America. 2020. Virtual Brought to You by Red Hat, The Cloud, Native Computing Foundation and Ecosystem Partners Welcome back to the Cube. Virtual coverage of KUB Con Cloud native 2020. It's virtual this year. We're not face to face. Were normally in person where we have great interviews. Everyone's kind of jamming in the hallways, having a good time talking tech, identifying the new projects and knew where So we're not. There were remote. I'm John for your host. We've got two great gas, both Cuba alumni's Chris. And is it chief technology officer of the C and C F Chris, Welcome back. Great to see you. Thanks for coming on. Appreciate it. >>Awesome. Glad to be here. >>And, of course, another Cube alumni who is in studio. But we haven't had him at a Show Jr store meant executive director of the Fin Ops Foundation. And that's the purpose of this session. A interesting data point we're going to dig into how cloud has been enabling Mawr communities, more networks of practitioners who are still working together, and it's also a success point Chris on the C N C F vision, which has been playing out beautifully. So we're looking forward to digging. Jr. Thanks for coming on. Great to see you. >>Yeah, great to be here. Thanks, John. >>So, first of all, I want to get the facts out there. I think this is really important story that people should pay attention to the Finn Ops Foundation. That J. R. That you're running is really an interesting success point because it's it's not the c n c f. Okay. It's a practitioner that builds on cloud. Your experience in community you had is doing specific things that they're I won't say narrow but specific toe a certain fintech things. But it's really about the success of Cloud. Can you explain and and layout for take a minute to explain What is the fin Ops foundation and has it relate to see NCF? >>Yeah, definitely. So you know, if you think about this, the shift that we've had to companies deploying primarily in cloud, whether it be containers a ciencia focuses on or traditional infrastructure. The thing that typically people focus on right is the technology and innovation and speed to market in all those areas. But invariably companies hit this. We'd like to call the spend panic moment where they realize they're They're initially spending much more than they expected. But more importantly, they don't really have the processes in place or the people or the tools to do things like fully, you know, understand where their costs are going to look at how to optimize those to operate that in their organizations. And so the foundation pinups foundation eyes really focused on, uh, the people in practitioners who are in organizations doing cloud financial management, which is, you know, being those who drive this accountability of this variable spin model that's existed. So we were partnering very closely with, uh, see NCF. And we're now actually part of the Linux Foundation as of a few months ago, Uh, and you know, just to kind of put into context how that you kind of Iraq together, whereas, you know, CNC s very focused on open source coordinative projects, you know, For example, Spotify just launched their backstage cloud called Management Tool into CFCF Spotify folks, in our end, are working on the best practices around the cloud financial management that standards to go along with that. So we're there to help, you know, define this sort of cultural transformation, which is a shift to now. Engineers happen to think about costs as they never did before. On finance, people happen to partner with technology teams at the speed of cloud, and, you know executives happen to make trade off decisions and really change the way that they operate the business. With this variable page ago, engineers have all the access to spend the money in Cloud Model. >>Hey, blank check for engineers who doesn't like that rain that in its like shift left for security. And now you've got to deal with the financial Finn ops. It's really important. It's super point, Chris. In all seriousness. Putting kidding aside, this is exactly the kind of thing you see with open sores. You're seeing things like shift left, where you wanna have security baked in. You know what Jr is done in a fabulous job with his community now part of Linux Foundation scaling up, there's important things to nail down that is specific to that domain that are related to cloud. What's your thoughts on this? Because you're seeing it play out. >>Yeah, no, I mean, you know, I talked to a lot of our end user members and companies that have been adopting Cloud Native and I have lots of friends that run, you know, cloud infrastructure at companies. And Justus Jr said, You know, eventually there's been a lot of success and cognitive and want to start using a lot of things. Your bills are a little bit more higher than you expect. You actually have trouble figuring out, you know, kind of who's using what because, you know, let's be honest. A lot of the clouds have built amazing services. But let's say the financial management and cost management accounting tools charge back is not really built in well. And so I kind of noticed this this issue where it's like, great everyone's using all these services. Everything is great, But costs are a little bit confusing, hard to manage and, you know, you know, scientifically, you know, I ran into, you know, Jr and his community out there because my community was having a need of like, you know, there's just not good tools, standards, no practices out there. And, you know, the Finau Foundation was working on these kind of great things. So we started definitely found a way to kind of work together and be under the same umbrella foundation, you know, under the under Linux Foundation. In my personal opinion, I see more and more standards and tools to be created in this space. You know, there's, you know, very few specifications or standards and trying to get cost, you know, data out of different clouds and tools out there, I predict, Ah, lot more work is going to be done. Um, in this space, whether it's done and defendants foundation itself, CNC f, I think will probably be, uh, collaboration amongst communities. Can I truly figure this out? So, uh, engineers have any easier understanding of, you know, if I spent up the service or experiment? How much is this actually going to potentially impact the cost of things and and for a while, You know, uh, engineers just don't think about this. When I was at Twitter, we spot up services all time without really care about cost on, and that's happening a lot of small companies now, which don't necessarily have as a big bucket. So I'm excited about the space. I think you're gonna see a huge amount of focus on cloud financial management drops in the near future. >>Chris, thanks for that great insight. I think you've got a great perspective. You know, in some cases, it's a fast and loose environment. Like Twitter. You mentioned you've got kind of a blank check and the rocket ships going. But, Jr, this brings up to kind of points. This kind of like the whole code side of it. The software piece where people are building code, but also this the human error. I mean, we were playing with clubs, so we have a big media cloud and Amazon and we left there. One of the buckets open on the switches and elemental. We're getting charged. Massive amounts for us cash were like, Wait a minute, not even using this thing. We used it once, and it left it open. It was like the water was flowing through the pipes and charging us. So you know, this human error is throwing the wrong switch. I mean, it was simply one configuration error, in some cases, just more about planning and thinking about prototypes. >>Yeah. I mean, so take what your experience there. Waas and multiply by 1000 development teams in a big organization who all have access to cloud. And then, you know, it's it's and this isn't really about a set of new technologies. It's about a new set of processes and a cultural change, as Chris mentioned, you know, engineers now thinking about cost and this being a whole new efficiency metric for them to manage, right? You know, finance teams now see this world where it's like tomorrow. The cost could go three x the next day they could go down. You've got, you know, things spending up by the second. So there's a whole set of cross functional, and that's the majority of the work that are members do is really around. How do we get these cross functional teams working together? How do we get you know, each team up leveled on what they need, understand with cloud? Because not only is it, you know, highly variable, but it's highly decentralized now, and we're seeing, you know, cloud hit. These sort of material spend levels where you know, the big, big cloud spenders out there spending, you know, high nine figures in some cases you know, in cloud and it's this material for their for their businesses. >>And let's just let's be honest. Here is like Clouds, for the most part, don't really have a huge incentive in offering limits and so on. It's just, you know, like, hey, the more usage that the better And hopefully getting a group of practitioners in real figures. Well, holy put pressure to build better tools and services in this area. I think actually it is happening. I think Jared could correct me if wrong. I think AWS recently announced a feature where I think it's finally like quotas, you know, enabled, you know, you have introducing quotas now for and building limits at some level, which, you know, I think it's 2020 Thank you know, >>just to push back a little bit in support of our friends, you ask Google this company, you know, for a long time doing this work, we were worried that the cloud would be like, What are you doing? Are you trying to get our trying to minimize commitments and you know the dirty secret of this type of work? And I were just talking a bunch of practitioners today is that cloud spend never really goes down. When you do this work, you actually end up spending more because you know you're more comfortable with the efficiency that you're getting, and your CEO is like, let's move more workloads over. But let's accelerate. Let's let's do Maurin Cloud goes out more data centers. And so the cloud providers air actually largely incentivized to say, Yeah, we want people to be officially don't understand this And so it's been a great collaboration with those companies. As you said, you know, aws, Google, that you're certainly really focused in this area and ship more features and more data for you. It's >>really about getting smart. I mean, you know, they no, >>you could >>do it. I mean, remember the old browser days you could switch the default search engine through 10 menus. You could certainly find the way if you really wanted to dig in and make policy a simple abstraction layer feature, which is really a no brainer thing. So I think getting smarter is the right message. I want to get into the synergy Chris, between this this trend, because I think this points to, um kind of what actually happened here if you look at it at least from my perspective and correct me if I'm wrong. But you had jr had a community of practitioners who was sharing information. Sounds like open source. They're talking and sharing, you know? Hey, don't throw that switch. Do This is the best practice. Um, that's what open communities do. But now you're getting into software. You have to embed cost management into everything, just like security I mentioned earlier. So this trend, I think if you kind of connect the dots is gonna happen in other areas on this is really the synergy. Um, I getting that right with CNC >>f eso The way I see it is, and I dream of a future where developers, as they develop software, will be able to have some insight almost immediately off how much potential, you know, cost or impact. They'll have, you know, on maybe a new service or spinning up or potentially earlier in the development cycle saying, Hey, maybe you're not doing this in a way that is efficient. Maybe you something else. Just having that feedback loop. Ah lot. You know, closer to Deb time than you know a couple weeks out. Something crazy happens all of a sudden you notice, You know, based on you know, your phase or financial folks reaching out to you saying, Hey, what's going on here? This is a little bit insane. So I think what we'll see is, as you know, practitioners and you know, Jr spinoffs, foundation community, you know, get together share practices. A lot of them, you know, just as we saw on sense. Yeah, kind of build their own tools, models, abstractions. And, you know, they're starting to share these things. And once you start sharing these things, you end up with a you know, a dozen tools. Eventually, you know, sharing, you know, knowledge sharing, code sharing, you know, specifications. Sharing happens Eventually, things kind of, you know, become de facto tools and standards. And I think we'll see that, you know, transition in the thin ops community over the next 12 to 4 months. You know, very soon in my thing. I think that's kind of where I see things going, >>Jr. This really kind of also puts a riel, you know, spotlight and illustrates the whole developer. First cliche. I mean, it's really not a cliche. It's It's happening. Developers first, when you start getting into the calculations of our oi, which is the number one C level question is Hey, what's the are aware of this problem Project or I won't say cover your ass. But I mean, if someone kind of does a project that it breaks the bank or causes a, you know, financial problem, you know, someone gets pulled out to the back would shed. So, you know, here you're you're balancing both ends of the spectrum, you know, risk management on one side, and you've got return on investment on the other. Is that coming out from the conversation where you guys just in the early stages, I could almost imagine that this is a beautiful tailwind for you? These thes trends, >>Yeah. I mean, if you think about the work that we're doing in our practice you're doing, it's not about saving money. It's about making money because you actually want empower those engineers to be the innovation engines in the organization to deliver faster to ship faster. At the same time, they now can have, you know, tangible financial roo impacts on the business. So it's a new up leveling skill for them. But then it's also, I think, to Christmas point of, you know, people seeing this stuff more quickly. You know what the model looks like when it's really great is that engineers get near real time visibility into the impact of their change is on the business, and they can start to have conversations with the business or with their finance partners about Okay, you know, if you want me to move fast, I could move fast, But it's gonna cost this if you want me to optimize the cost. I could do that or I can optimize performance. And there's actually, you know, deeper are like conversation the candidate up. >>Now I know a lot of people who watch the Cube always share with me privately and Chris, you got great vision on this. We talked many times about it. We're learning a lot, and the developers are on the front lines and, you know, a lot of them don't have MBAs and, you know they're not in the business, but they can learn quick. If you can code, you can learn business. So, you know, I want you to take a minute Jr and share some, um, educational knowledge to developers were out there who have to sit in these meetings and have to say, Hey, I got to justify this project. Buy versus build. I need to learn all that in business school when I had to see s degree and got my MBA, so I kind of blended it together. But could you share what the community is doing and saying, How does that engineer sit in the meeting and defend or justify, or you some of the best practices what's coming out of the foundation? >>Yeah, I mean, and we're looking at first what a core principles that the whole organization used to line around. And then for each persona, like engineers, what they need to know. So I mean, first and foremost, it's It's about collaboration, you know, with their partners andan starting to get to that world where you're thinking about your use of cloud from a business value driver, right? Like, what is the impact of this? The critical part of that? Those early decentralization where you know, now you've got everybody basically taking ownership for their cloud usage. So for engineers, it's yes, we get that information in front of us quickly. But now we have a new efficiency metric. And engineers don't like inefficiency, right? They want to write fishing code. They wanna have efficient outcomes. Um, at the same time, those engineers need to now, you know, have ah, we call it, call it a common lexicon. Or for Hitchhiker's Guide to the Galaxy, folks. Ah, Babel fish that needs to be developed between these teams. So a lot of the conversations with engineers right now is in the foundation is okay. What What financial terms do I need to understand? To have meaningful conversations about Op X and Capex? And what I'm going to make a commitment to a cloud provider like a committed use discount, Google or reserved instance or savings Planet AWS. You know, Is it okay for me to make that? What? How does that impact our, you know, cost of capital. And then and then once I make that, how do I ensure that I could work with those teams to get that allocated and accounted? The right area is not just for charge back purposes, but also so that my teams can see my portion of the estate, right? And they were having the flip side of that conversation with all the finance folks of like, You need to understand how the variable cloud, you know, model works. And you need to understand what these things mean and how they impact the business. And then all that's coming together. And to the point of like, how we're working with C and C f you know, into best practices White papers, you know, training Siri's etcetera, sets of KP eyes and capabilities. Onda. All these problems have been around for years, and I wouldn't say they're solved. But the knowledge is out there were pulling it together. The new level that we're trying to talk with the NCF is okay. In the old world of Cloud, you had 1 to 1 use of a resource. You're running a thing on an instance in the new world, you're running in containers and that, you know, cluster may have lots of pods and name spaces, things inside of it that may be doing lots of different workloads, and you can no longer allocate. I've got this easy to instance and this storage to this thing it's now split up and very ephemeral. And it is a whole new layer of virtualization on top of virtual ization that we didn't have to deal with before. >>And you've got multiple cloud. I'll throw that in there, just make another dimension on it. Chris, tie this together cause this is nice energy to scale up what he's built with the community now, part of the Linux Foundation. This fits nicely into your vision, you know, perfectly. >>Yeah, no, 100% like, you know, so little foundation. You know, as you're well, well aware, is just a federation of open source foundations of groups working together to share knowledge. So it definitely fits in kind of the little foundation mission of, you know, building the largest share technology investment for, you know, humankind. So definitely good there with my kind of C and C f c T o hat, you know, on is, you know, I want to make sure that you know, you know my community and and, you know, the community of cloud native has access and, you know, knowledge about modern. You know, cloud financial management practices out there. If you look at some of the new and upcoming projects in ciencia things like, you know, you know, backstage, which came out of Spotify. They're starting to add functionality that, you know, you know, originally backstage kind of started out as this, you know, everyone builds their own service catalog to go catalog, and you know who owns what and, you know and all that goodness and developers used it. And eventually what happened is they started to add cost, you know, metrics to each of these services and so on. So it surfaces things a little bit closer, you know, a depth time. So my whole goal is to, you know, take some of these great, you know, practices and potential tools that were being built by this wonderful spinoffs community and trying to bring it into the project. You know, front inside of CNC F. So having more projects either exposed, you know, useful. You know, Finn, ops related metrics or, you know, be able to, you know, uh, you know, tool themselves to quickly be able to get useful metrics that could be used by thin ox practitioners out there. That's my kind of goal. And, you know, I just love seeing two communities, uh, come together to improve, improve the state of the world. >>It's just a great vision, and it's needed so and again. It's not about saving money. Certainly does that if you play it right, but it's about growth and people. You need better instrumentation. You need better data. You've got cloud scale. Why not do something there, right? >>Absolutely. It's just maturity after the day because, you know, a lot of engineers, you know, they just love this whole like, you know, rental model just uses many Resource is they want, you know, without even thinking about just basic, you know, metrics in terms of, you know, how many idle instances do I have out there and so, like, people just don't think about that. They think about getting the work done, getting the job done. And if they anything we do to kind of make them think a little bit earlier about costs and impact efficiency, charge back, you know, I think the better the world isn't Honestly, you know, I do see this to me. It's It's almost like, you know, with my hippie hat on. It's like Stephen Green or for the more efficient we are. You know, the better the world off cloud is coming. Can you grow? But we need to be more efficient and careful about the resource is that we use in sentencing >>and certainly with the pandemic, people are virtually you wanted mental health, too. I mean, if people gonna be pulling their hair out, worrying about dollars and cents at scale, I mean, people are gonna be freaking out and you're in meetings justifying why you did things. I mean, that's a time waster, right? I mean, you know, talking about wasting time. >>I have a lot of friends who, you know, run infrastructure at companies. And there's a lot of you know, some companies have been, you know, blessed during this, you know, crazy time with usage. But there is a kind of laser focused on understanding costs and so on and you not be. Do not believe how difficult it is sometimes even just to get, you know, reporting out of these systems, especially if you're using, you know, multiple clouds and multiple services across them. It's not. It's non trivial. And, you know, Jared could speak to this, But, you know, a lot of this world runs in like terrible spreadsheets, right and in versus kind of, you know, nice automated tools with potential, a p I. So there's a lot of this stuff. It's just done sadly in spreadsheets. >>Yeah, salute the flag toe. One standard to rally around us. We see this all the time Jr and emerging inflection points. No de facto kind of things develop. Kubernetes took that track. That was great. What's your take on what he just said? I mean, this is a critical path item for people from all around. >>Yeah, and it's It's really like becoming this bigger and bigger data problem is well, because if you look at the way the clouds are building, they're building per seconds and and down to the very fine grain detail, you know, or functions and and service. And that's amazing for being able to have accountability. But also you get people with at the end of the month of 300 gigabyte billing files, with hundreds of millions of rows and columns attached. So, you know, that's where we do see you companies come together. So yeah, it is a spreadsheet problem, but you can now no longer open your bill in a spreadsheet because it's too big. Eso you know, there's the native tools are doing a lot of work, you know, as you mentioned, you know, AWS and Azure Google shipping a lot. There's there's great, you know, management platforms out there. They're doing work in this area, you know, there's there's people trying to build their own open source the things like Chris was talking about as well. But really, at the end of the day like this, this is This is not a technology. Changes is sort of a cultural shift internally, and it's It's a lot like the like, you know, move from data center to cloud or like waterfall to Dev ops. It's It's a shift in how we're managing, you know, the finances of the money in the business and bringing these groups together. So it it takes time and it takes involvement. I'm also amazed I look like the job titles of the people who are plugged into the Phenoms Foundation and they range from like principal engineers to tech procurement. Thio you know, product leaders to C. T. O. S. And these people are now coming together in the classic to get a seat at the table right toe, Have these conversations and talk about not How do we reduce, you know, cost in the old eighties world. But how do we work together to be more quickly to innovate, to take advantage of these cognitive technologies so that we could be more competitive? Especially now >>it's automation. I mean, all these things are at play. It's about software. I mean, software defined operations is clearly the trend we've been covering. You guys been riding the wave cloud Native actually is so important in all these modern APS, and it applies to almost every aspect of stacks, so makes total sense. Great vision. Um, Chris props to you for that, Jr. Congratulations on a great community, Jerry. I'll give you the final word. Put a plug in for the folks watching on the fin ops Foundation where you're at. What are you looking to do? You adding people, What's your objectives? Take a minute to give the plug? >>Yeah, definitely. We were in open source community, which means we thrive on people contributing inputs. You know, we've got now almost 3000 practitioner members, which is up from 1500 just this this summer on You know, we're looking for those who have either an interesting need to plug into are checked advisory council to help define standards as part of this event, The cognitive gone we're launching Ah, white paper on kubernetes. Uh, and how to do confidential management for it, which was a collaborative effort of a few dozen of our practitioners, as well as our vendor members from VM Ware and Google and APP Thio and a bunch of others who have come together to basically defined how to do this. Well, and, you know, we're looking for folks to plug into that, you know, because at the end of the day, this is about everybody sort of up leveling their skills and knowledge and, you know, the knowledge is out there, nobody's head, and we're focused on how toe drive. Ah, you know, a central collection of that be the central community for it. You enable the people doing this work to get better their jobs and, you know, contribute more of their companies. So I invite you to join us. You know, if your practitioner ITT's Frito, get in there and plug into all the bits and there's great slack interaction channels where people are talking about kubernetes or pinups kubernetes or I need to be asked Google or where we want to go. So I hope you consider joining in the community and join the conversation. >>Thanks for doing that, Chris. Good vision. Thanks for being part of the segment. And, as always, C N C F. This is an enablement model. You throw out the soil, but the 1000 flowers bloom. You don't know what's going to come out of it. You know, new standards, new communities, new vendors, new companies, some entrepreneur Mike jump in this thing and say, Hey, I'm gonna build a better tool. >>Love it. >>You never know. Right? So thanks so much for you guys for coming in. Thanks for the insight. Appreciate. >>Thanks so much, John. >>Thank you for having us. >>Okay. I'm John Furry, the host of the Cube covering Coop Con Cloud, Native Con 2020 with virtual This year, we wish we could be there face to face, but it's cute. Virtual. Thanks for watching

>>from around the globe. It's the Cube with digital coverage of Dell Technologies. World Digital Experience Brought to you by Dell Technologies. Hey, welcome back already, Jeffrey. Here with the Q. Come to you from our Palo Alto studio with our ongoing coverage of Del Tech World 2020. The digital experience Let's jump into a really excited to have our next guest CIA Sam Bird, the president of the Client Solutions Group for Dell. Sam, where you joining us from today? >>Hey, I am joining you live from Austin, Texas. Jeff looks beautiful. All weather? Yeah, its's turning really nice. Uh, nice time to be here in Austin, right? So, >>Sam, let's jump into it. I mean, you, you cover, you know, kind of the heart of what Dell started with which was which was PCs. And, you know, it's funny. A couple days ago, Michael tweeted because he likes to tweet, which is fun. An article that said that the PC officially died today. It's a reference back to an article I had to look at the January 26 2010. Officially, the PC officially died today. >>That >>is so bizarre, and that is not in fact, not true, you guys. We're seeing unprecedented demand, so I wonder if it is You Look back at that. And I'm sure you saw Michaels tweet. What kind of goes through your head? Because we're in a very different space than we were 10 years ago. >>Yeah, I think the world's changed a lot, Jeff from 10 years ago. I got to say, uh, the PC died 10 years ago. It feels pretty good being being dead for 10 years. So I think we actually saw a, you know, still alive and very vibrant. PC. So you think about everything that's happened with Cove it We have seen the PC and people using technology to stay connected, whether it's, you know, working in their business, learning from home, staying connected with other family members. So we'd like to talk about it Is the renaissance of the PC. It kind of this rebirth reemergence of this really good friend that you had has become really core toe how we're getting stuff done in the world today, and we've stayed bullish about the opportunity around the PC. Michaels had that view from, you know, when he started this company, and we've since expanded to many other areas beyond selling PCs. But we continue to be really committed to the value of that technology in people's hands, >>right? So just in defense of the of the article, it was written on the launch of the iPad right, which was a new a new form factor. And, you know, we've seen this proliferation of form factors both within PCs and mobile phones, and you know, the sizes of screens getting bigger and the size of green getting smaller and surface all kinds of different things. So I wonder if you could share, you know, kind of your perspective in, you know, kind of the opportunity that opens up when people are looking for different types of form factors. And then, more importantly, I think now it's horses for courses. So when I'm sitting at my desk, you know, I haven't a big giant XPS with all the ram and GPU and stuff Aiken stuff into it. If I'm going to the airport with a long flight, I want something small and light and easy to carry and what's interesting, I think, with cloud it enables you now to basically have the form factor that you need where you need it for the types of work that you're trying to get done. >>Yeah, I think you're absolutely right. You know, if you if you take that 10 years ago, article to today we have had an enormous amount of innovation in the industry that's made the device is exciting and appealing for how people wanna want to operate. So, you know, we've seen Jeff a shift towards more mobile form factors with cove in. So, um, a commercial space that used to be maybe half desktops, half notebooks is now in the 70% range. More mobile form factors which reflects how people want to use them. You know, they're sitting at home, they need that device to be portable. They wanna go between rooms and home. That's the other thing that we found in some of our, you know, research and work on the spaces. You know, people might want to sit at the kitchen table in the morning in the afternoon. Maybe they're outside. They might have their kids do in school from home and have to be around them part of the day, so they still need a mobile kind of form factor, but it's plugged in. I want full power to run my applications. And, like you said, we will get back to a world with travel and people being mobile. And then you need to dial in the right form factor that has maybe a smaller screen, more portable device. So one of the things that's kept this business vibrant, you know, for the past 10 years and right now is a bigger screen experience is really, really valuable. A keyboard and multiple ways of in putting into devices are valuable, so there's core. Things are great. And then we've got systems that are set up for how people want to use them. You know, we still have designers sitting at home using big desktop workstations because the most powerful thing there times really valuable. There's a right system for how you want to use technology, and I think that that's attendant, you know, an approach we take in our business, and that's what we see in the industry. I think that's what's helped keep it very vibrant and alive. >>I love it, I love it. It is truly that work from anywhere and anywhere as you just defined, could be a whole bunch of things, and it doesn't even mean just at home or just at the coffee shop. That's really interesting. Is you even change locations where you're working within within the home. That really supports that. So, >>you >>know, Cove, it hits light switch moment. Everybody's gotta work from home. So huge, huge pressure there. And now, as you said, you know, we're seven months into it. Still gonna be going on for a little bit while a little while before people go back. Huge, huge boost to your guys business. I'm curious if you can share some thoughts in terms of, you know, now, I I need to kind of project a little bit of that office back to the work from anywhere situation. And, you know, you guys are that you're kind of that edge device that ultimately connects back to the mother ship. >>Yeah, I think it's and that's where we've seen people realized. It's a really valuable device that helps keep them, you know, productive and connected. Um, we have seen it's very interesting of it used to be, you know, pre co vid for Most people work with the location, you know, Post Cove. It it's something you do, and suddenly it's very location agnostic, and we see the world operating that way in the future Jeff of these devices at the edge or need gonna be working in a world where sometimes it makes sense to be in an office. Maybe there's collaboration, other things you need to dio. But we're going to see people working from home working from a coffee shop, working from, you know, anywhere in the world, and we're gonna need to stay connected. In that way, it's enabling a great set of talent. It's enabling people to be where they want, you know, get done what they need to do in their personal lives and then be contributing in a great way, thio to a business. So I think technology plays a huge role in going and getting that done. And to me, the world doesn't just return back to a you know, pre cove in space. But we're now in this. We've learned we can operate in this kind of multi modality world where technology can help keep us connected, collaborating, getting stuff done in some cases more productive than ever before, and it's kind of unleashed this new wave of thinking. I think we will continue to see great creativity on stuff we're putting in our devices to enable that, you know, software applications approaches that are gonna enable that that will really take us forward as we look at the future. >>You know, I'm just curious if you could share, uh, you know, kind of Ah, general breakdown by kind of form factor. What do you see between kind of, you know, I don't know if you split high end desktops and low on desktops and then, you know, kind of laptops and Chromebooks, what's kind of the high level kind of breakdown, and how's that? Is it change significantly over the last several years? And you you just mentioned a boost. You know, during the time of Cove in >>Yeah, we've seen a shift towards notebooks. Now you know much Is the article you you pulled up from 10 years ago? I think the death, the death of the desktop has also been much exaggerated. So we're Maurin, a mode of 70% of the systems that were selling our notebooks 70 to 80% range. It's a little higher, and consumer Andi, that's, you know, 20 points up in the commercial space. So we're seeing, you know, people have valued that kind of portability of systems. You know that, said is we talk through some of the ways people use it. There are great uses for desktops, for people are in the same place where I need ultimate ultimate power and then a z your home. We've seen a little more shift Teoh a suddenly you know, portability. That was really valuable because you had Salesforce's engineers on the road all the time. And I really wanted something that, you know, lasted had great battery life and was really easy to carry around. Suddenly we're in a world plugged in at home like we look at our devices, we've gone. Now more than half of our laptops are basically on is we have intelligence built into our systems. That tunes how battery management is done. Empower Management's done. More than half those systems are now in a mode of all, basically, always on a C. So people are, you know, plugged in all the time. They would like a little more powerful system. So whether they're running, zoom or teams or some other app. Multitasking. It's like there's a, you know, different requirements there. I think that changes Azzawi go forward and we get back to, you know, the notebook. It's like the ultimate design people want is a great big screen. That's super light, and the battery lasts forever. And I'm like that keeps our engineers and designers working every day because that's a really hard, complex thing to solve. And, you know, we're we continue to work and and and push that next forward. Now it's a little more biased to power. Sitting on a desk. We will be back in a world where it's gonna be, Yeah, I want power to sit on the desk, be on a video conference, get work done. But I also need to be able to take that on the road with >>Yeah, I just think, you know, because of the proliferation of online applications, right? And you know so much of our work day no pun intended, you know, is done in all these different cloud based applications, whether its sales force or slack or asana or whether we're, you know, working in in, uh, social media applications or even are you know kind of cloud enabled local applications. You know, a lot of times I find you don't have to carry your device right. E can lead the one device of one location, one of the other. I know it's almost like you pick up exactly where you were when you log back into chrome or you log back into whatever your browser is. If you've got it all configured, you know you don't even need to carry. A lot of times I find it's it's it's really nice. And if I have to check a message on the phone, No, it's a very different way of working, and, uh, I think it's really pretty slick. I do want to get into productivity, which you've talked about a lot. You know, I've always said the best productivity investment anybody could make is a second screen on the desktop. I mean, it's so much more productive to have a second screen the third screen. You go to places like Wall Street and the NASDAQ floor, where time matters and productivity matters, their screens all over the place and you guys are doing a ton of fun stuff with screens. Big giant curve things, and you made an interesting observation in other interviews that now people are consuming their entertainment content via those screens, whether it's an over the top service with Netflix or or whatever. So this this kind of shift to, you know, kind of mawr content consumption as this blend between kind of what you do in your personal life and what you do in your work life, both in terms of time and content, you know, continue to mix so lot of exciting stuff happening in big, beautiful screens. >>Yeah, totally agree, Jeff. And we see you know we've looked at productivity and see boosts with a bigger screen around your system. Same thing with exactly as you describe putting two screens around the system or go to a trading floor and their screens everywhere because it's about the you know, it's about the content that you can consume and the, um, you know, the work that you go get done, and it's a lot more efficient to be able to have multiple screens. Whether it's looking at a presentation and doing a call, you know, a video call for work on on one screen or either side of Ah, screen. And we're seeing people build out that, you know, their home office, their work office. I think that's to me. The, you know, the exciting piece of you think about how technology is arming people to get their job done. Like you can't imagine if you had all the technology taken away from you. You're like, Okay, what am I gonna What am I go do? Like if the internet goes down, I don't quite know how to get go. Be productive here. You know, I go try to find someone who has a landline phone on the block and call someone up. Andi have actually have a discussion, but, like, I'm not gonna build out a work, you know, a workspace. I've gotta build out a home space companies that are pretty progressive, the ones that are investing Maurin technology for their employees. We're seeing them be ah, lot more successful in this covert air, which equals go get on the right tools the screen around the system, You know, the extra devices. So it's like, Hey, my postures. Great. I can actually go get work done. And I'm in a nice space. Same thing back in the office. We've built stuff. We're building low blue light technology into our commercial PCs. We put that on our high end consumer PC. So you know, now you can walk into your home office early in the morning. You can goto late at night. It will have you all tune so your body is ready to go to sleep. You know, you don't even have toe. I don't have to talk to your family at all during the day. You could just work all the time from your home office. But I think little pieces like that are going. How do we put technology in this world where it's, like, very easy toe walk in and out of your you know, your office and being tuned on. But, hey, I need to go to sleep or I need to be chilling out after that and get the right technology and capabilities that let people be successful. So I think it's pretty exciting. Everything we've been able to dio, >>right? So I want to shift gears a little bit. Um, talk about user interface. What? One of the reason of this article that we keep referencing 10 years ago was the launch of the iPad, right? And in the launch pad or the iPad didn't have, Ah, traditional keyboard. Um, but I think people found out that not having a traditional keyboard, depending on the type of your work you're doing is a little bit of an inhibitor to your productivity. But it really begs the question as we enter this new world of different types of interaction with these devices and the increased use of voice, whether it's with Siri or or Okay, Google, um, >>we've >>had, you know, regulations on the A d a. In terms of access to websites and this and that. Aziz, you kind of look into the future of of human interaction with these devices as you get more and more horsepower toe work with on the GPU and the CPU and you know, can free up more. Resource is to this type of activity. I know you can't share anything too far down the road. But what? How do you see kind of the future evolving to get beyond this quality keyboard that was designed to slow people down because types were, too. I'm still waiting for the more efficient keyboard option to be to be available. But what's the future of human interaction with these things? To take the the degree of efficiency up another level? >>Hey, Jeff, we will do a custom keyboard for you. So you get me your you get me your high speed layout, we'll get you get you one of those. Um, you know, we do see it is pretty remarkable how long the keyboards been around and we still see it's It's also remarkable to me how powerful that is as a input device for, you know, for some tasks in the world. So what we see is it's not gonna be what replaces the keyboard. And there's one way of going and doing things. But all this compute the sensors that capability on the systems are just gonna allow people to operate the way that they want to operate. So you look at a PC today. It still has this great keyboard. It still has a laptop form factor that has, you know, been there for It's probably 25 years or so. It's actually pretty nice because it fits on your lap. It balances really well on the coffee table. Um, it's, you know, We've looked at so many different form factors, and it actually is a stayed around for a good reason because it it's pretty pretty functional. You know, you take on top of that, though we've built touch in tow, all our systems and screen. So a capability that's available to many of our customers and I go people are just starting. In the beginning, it was like Okay, Hey, how do I take this PC with touch on the screen and then you go? I don't want to do everything with touch, but gosh, it's like how maney you now touch it. If it's something's not touch, you know you have little marks on the screen. I went thio, I went. Thio was looking and working with someone here in a design, a design firm, and, uh, they had a product that was non touch, and it's like I reached in touch the screen to try to make it bigger because my eyes were not quite as good and they were like, Oh yeah, that's not a touch that's not a touch system and everyone touches the screen so it's like that becomes normal voice is going to become normal we have capability on the PC. Like you said, there's a bunch of voice ecosystems. Not everything is easiest to go do invoice. There are some things where you go ahead. I just want to go touch that, you know, gesture in the same way we look at intelligence on the system of also going There are things I wanna have just happen because I always I always do that and I shouldn't have to do voice. I shouldn't have to do gesture, touch everything else like, Hey, maybe I start the morning and I always pull up my calendar. Why doesn't that happen? Or I like to listen to her, You know, a song in the evening as I'm typing away on email on getting things buttoned up for the day. It's like your system can anticipate some of those things and it will just do that for you. So I think I think you're exactly right. We're going to see multiple ways of interacting with technology, and it needs to be natural and easy for us and then let the user pick pick the way that they want to go and do things right. >>Well, you just touched on a whole, you jumped ahead to questions on my list of things I want to talk about. And really, that's the application of machine learning and artificial intelligence, not in a generic way. That's an app that sits inside of the PC, but but in terms of using that intelligence as you just described based on my work flow based on my habit based on the applications I use based on you know what, you can observe and learn about me. Or maybe it SSM dictate down from from the corporate set up. You know how that PC operates for me? Because I think that's it is a really interesting thing, right? Everyone uses their machine differently, and whether they use, you know, shortcuts or not, How many tabs do they have open? You know, the the variability. You must have crazy studies on this in terms of the way people actually operate. These things is so, so high, so huge opportunity to, you know, again kind of remove the the get the signal from the noise and help people decide what they should do. Prioritize what they should do and add a layer of of simplicity to you. know it is a complex amount of notifications firing at me all day long. >>Yeah, I think that's a huge. You know, you talked about the potential you have in a world where more APS that we use our cloud cloud based of going How do I augment the capability in this client device at the edge To be intelligent and helped me go do mawr versus just being, you know, really dumb and serving up this other other content. And I think everything you describe is opportunity that we see We started Jeff about five years ago and have been very aggressive and putting intelligence and machine learning into the systems we started on our work stations, where there is an obvious application of, like, how do I tune a system to get the most performance out of an application? And we saw settings configurations making them different helped tune these very specific, you know, cad engineering programs that developers were running their times really valuable. They want the most performance. We used to have to have people sit down and we go. Okay, let's go run this application. Under this workload, we can put a table together. Here's a bunch of recommendations. We started going well, Hey, how do we have that happened? Automat like, let's try different settings. Figure out what works. The machines should should self tune itself then and figure out what's right and get based on exactly what I'm running. And people can be running different combinations so suddenly got a lot smarter than our great engineer sitting in the lab and figuring out those tables. And then, you know, from that time then we brought it to I think, what's just tip of the iceberg Now, where we start looking at, uh, performance across all our systems? What applications of my running go set things up so that it works? We talked a little bit about batteries and power management. Hey, how am I using this system if I am a really mobile person? Always, you know, taking my battery down to really low levels, hopping on a plane, I need to be quickly charged, like the system can figure out. Hey, I really need to tune things. Not for when, when you go through all the mechanics of a battery, it's like I am willing to sacrifice some on the longevity of the battery to enable really fast charging of that system because Jeffs always on the go Jeff runs his battery down. I need to make sure when he plugs in, he has maximum juice. Hey, here's Sam who's in a work from home mode, always plugged in. It's not great on any battery in the world to always be at, you know, maximum maximum charge every single minute of the day. And Sam has not unplugged his system in the past. You know, five days. Hey, we can run that at 95% and he will have a long life to that battery and be really happy with the system. And he's never gonna run out of power. You can start doing in that space. You can start doing it around sound and the environment that people are in, how we get smart. And I think there's an enormous amount you could do on top of that, like you described just how people have used the systems and it can sound a little eerie, but like it's what we you know, the machine suddenly knows how I'm going to go do stuff, but I'm like I would like that it to be anticipating what I'm doing, and then it starts taking that mundane stuff that we have to do that just eats up time and, you know, goes and gets that done for us. So we could be focused on the creative and the really pushing the boundaries, thinking >>I love it because it always goes back to kind of what do you optimizing for right? And there isn't necessarily one answer to that question, and there's a lot of factors that go into that in terms of the timing. As you said, the person their behavior you know happen to GPS is I'm at an airport. Probably need to plug in for you in the airplane. It's a good stuff. I want to. I want to shift gears a little bit, Sam, to talk about operating systems, Um, and and you know, chromebooks air out now. And you know, it was kind of this breakthrough to go beyond kind of Windows based systems. I think there's a lot of people that you know hope at >>some point >>will be, you know, have the option to run Lennox based systems. But it's just, you know, with a cloud based world and a multi, you know, kind of device interaction with all those different applications, whether it's it's my phone or my my desktop or my laptop or my my chromebook or my whatever. Um, Aziz, you start to think about kind of operating systems and opening up, you know, kind of a new level of innovation with because the expectation now for for like, a chromebook is that it's almost 100% Web based APS, right? That there's really not a lot of need for anything local. Maybe a quick download, a picture too attached to to an email or something. How do you kind of look at the future and kind of operating systems for PC? Specifically? >>Yeah. Well, I think is You describe Jeff, the applications and what you're doing on the system has become increasingly important over time, and it will only become more important as we go go forward. So, you know, from that point of view window, we dio work with windows. We do work with Google and chrome. I mean, Windows 10 is a really good based operating system. Chrome has a lot of nice capability in that operating system, you know, Obviously Apple, a competitor, has a different approach in that space. But I think we have a really good set of offerings that we can put on our our systems. And then we're focused on tuning that experience on top of the operating system. I I think it's still too complicated to go and put a, you know, get a new PC into a work or home environment, retire the old PC and manage that system. And what we look at is independent of that operating system. People want to go get their stuff done. We need to make that great. They wanna get their device, they want to turn it on and they want to go use it. And we want to build a world where, like, as I'm getting a new device, my device should know me well enough to go. Hey, Sam, this is this is the right time to get a device. This is the right kind of device that you should get based on what you're going and doing. Hey, I'm going to just keep you up to date. I am going to you think about any issues with the system. We still have too many things that flow through a traditional Hey, there's an I T. Help desk and then they figure that out and then I go toe level two or level three if they can't sort that out. Hey, how do we put that stuff to your point, Jeff before around intelligence, How do we automate those processes? So we're thinking through You know what needs to happen on that system, keeping it up to date and fixing and remediating that system. So I think there's a huge potential regardless of what operating system is beneath it, and we have very good choices there to go. We've got to make that experience the one that's great for the users and that that's where we're really focusing our, you know, our time and our energy, Right? >>So let me shift gears again a little bit and full disclosure I've bought, and I don't know how many XPS towers in a row. I think I'm on my third or fourth in a row. I love >>it. I >>mean, I'm a desktop. I like to just pack those things full of as much horsepower and GPU and CPU and memory as I possibly can because to me again, Back to an investment and productivity. I don't wanna be waiting for slow machines. I just to me it's a couple 100 bucks for this upgrade. That upgrade, it seems brain dead to me that people don't do that. But in terms of when you get these things now and it comes in the mail, it's basically a >>box and a machine, and >>you think back to the old days right when there was books and warranty cards and, you know, a whole plethora of stuff that kind of fell out of that box. I know you know. That's That's probably a leading indicator on the consumer side, about some of your efforts around sustainability and and being efficient and obviously taking advantage of things like the cloud in terms of activating these machines in this and that. But I wonder if you can share a little bit on what you guys have been doing about sustainability, because I know it's important. You know, there's a big focus around, you know, kind of environmental trash on old electron ICS, which is a riel, a real problem that people are dressing. So I wonder if you can. You know. Take a minute, Thio, to share your guys efforts in this area. >>Yeah, I think you're absolutely right, Jeff. It is. It is really important. And we see, you know, arming the world with technology so people can do better. Things really matters, but I love doing stuff outside, like I want the environment to be great. And we need to do that in a sustainable and environmentally friendly way. So a couple of places we, you know, pushed really aggressively. You touched on the packaging. So whether that's taking, um, content out of boxes, that doesn't that doesn't need to be there. We've made very aggressive commitments with a series of 2030 goals that we're marching towards is a company where we said, you know, 100% of our packaging will be from sustainable or recyclable sources. So we've already moved aggressively in that space. When you look at what ocean bound plastic we're putting in our boxes, how we think about the materials that were picking, you know, cardboard, and using that in ways that go through the you know, the mail and can be shipped effectively. So we have maximum content there that can be recycled. We've we've committed that we will take back a system for every system that we ship. So getting and building this circular economy for electron ICS, we think is is very important. So we take the stuff that we've got out there and we put that back into a recycle process where you know your old PC can become part of your new cutting edge technology PC and we've led the industry and doing that in plastics were taking plastics from cases and plastics from systems, getting that back into new systems. We've done that with precious metals from the from the, uh, PCB lay board designs inside the systems. We've done that with rare earth metals and magnets, and we think there's opportunity to go farther in that space and then the 3rd 3rd kind of thing that we've committed Jeff is by by 2030 to have half the content of our new systems, be from recycled or renewable content. And we do a good job today of having the content in the systems be recyclable. It's almost over 90% by weight, but what we want to do and the work we need to go do is go get that recycled content going into a cutting edge technology that we're putting out there, and it's not. That's not a simple problem of going. People want things a structurally strong as possible, a super thin as performance as possible. And then we need to you, you know, we gotta use, um, basically waste that comes through and gets turned into new products. So we have our engineers are material science people working on how we make that riel. And we set some aggressive goals with, you know, Michael and the company that will be leadership and that we don't quite exactly know how to get there, but put us on the right kind of edge of pushing and doing the things that we need. Thio. We can have great technology and, you know, be responsible in the way that, as you said, is very important. >>It's great, and it's good to write it down, right? If you don't write it down, then it's just it just disappears into the into the ether. So, Sam, I really enjoyed getting to catch up. I want to give you the final word with a little bit. Look to the path and a little bit look to the future, right? A lot of conversation about Moore's law, and we got to the end of Moore's law and blah, blah, blah. And and I think that, you know, there's obviously technology behind that, and there's some real conversations. But to me, the more interesting topic around Moore's law is really the idea of Moore's law and this continual advancement of technology that's better, faster, cheaper. You've been doing this for 20 years at Del. You've seen tons of, you know, kind of Moore's law impacts and operating in this world where, you know, compute, compute storage and networking just is on this exponential scale on whether you want to talk about GP use or whatever again to me, it's not about the number, of course, and the transistor. It's about the transition in the core. It's about really the concept of this working in a world where you know you're gonna have a lot more. Where is power work with How do you How do you kind of reflect on, you know, the stuff that you're shipping today versus what you were shipping five years ago, 10 years ago, 20 years ago and then, more importantly, is you look forward. Um, you know what is what are you excited about? What gets you up in the morning? What puts a big smile on your face? Still come to work after 20 years of Dell? >>Yeah. You know, Jeff, it's a great question because the industry has changed so much over the last 10 20 years. So it's sometimes a fun thing. Toe. Look back at some of the products that we put out before. That seemed amazing at that point in time and you stack them against what we're doing now and then it could bring you down to Earth a little bit. So you see, the, uh, you see just the exponential improvements that we're able to make around the design of the product, the capability of the products. And I see that continuing the thing that gives me, you know, huge thought around this the device and the PC and the role is gonna play at the edge. We just did some research and we were looking at Millennials and Gen Z and looking around the world, and that is a huge and growing part of the population. It will be the the users of technology in the future with the world we're in today, 45% of them. So almost half of them said they would take their dollars and they want a premium, high end PC experience, and they would prioritize that versus other things they spend money on to go and have a great PC as a personal tool. Do you think about that translating to in a work environment they're gonna expect those same kind of great tools? And then to the question you asked, You know, I see a huge opportunity to continue to push forward the value and the way people use these devices, whether it's the intelligence we talked about. That to me is really exciting around building a machine that knows me and does things for me and how I want to use it, our ability to build immersive experiences so that you know, whether I'm gaming after work, collaborating with co workers like how do I put it so that we're together and it's a good Aziz that in person experience, we're gonna be able to do that with technology. You talked in a great questions around. Hey, the ways people interact with the systems, it will become natural. It will become whatever way they want to go and do that. And I think we can do that in a world where, yes, you can walk between all kinds of different devices. There will not be one device to end all. You'll be in a small screen device. You're gonna use a monitor. You're going to use a PC device. There will be technology across the home. But toe have that have that link together in the role that PC is gonna play in. That to me, is exciting. And we continue to, you know, invest aggressively. Michael saw that when he started the company. We continue to believe in the power of technology, and we're gonna figure out and drive those breakthroughs that will make the, you know, products exciting. And I love doing that every day of seeing the innovation we can put together and how that makes a difference for people. To me, that's really an exciting thing. >>Well, Sam, thank you. Thank you for the update. Again, the rumors of the PCs demise were greatly overstated. 10 years and glad to see that you're just kicking tail and doing exciting things. So thanks for for sharing your insight and your experience with us. >>Hey, thanks a lot for having me, Jeff. Great to talk to you. >>Absolutely. All right. He's Sam. I'm Jeff. You're watching the cubes. Continuing coverage of Dell Technology World 2020 The Digital Experience. Thanks for watching. See you next time.

>>from around the globe. It's >>the Q with digital coverage of AWS Public sector online brought to you by Amazon Web services. Hello. I'm John for a host of the Cube. We're here covering A W. S s international public sector virtual event. We have a great guest. The star of the program is Max Peterson, Good friend of the Cube. Also Vice President of A W s International for Public Sector Max. Great to see you. Thanks for coming on this virtual remote interview. Cuban interview. Hey, >>John. Great to be back on the Cube, even if it is virtual >>well, you know, we're not face to face. We have to go virtual. So the cube virtual, you've got to public sector summit. Virtual. Um, this is the time of the year where normally we'd be out on the road in Bahrain, Japan, Asia, Pacific Europe. We'd be out on the summits talking to all the guests and presenting that the update on public sector. But we have to do it remotely. Um, a little bit of trade off. The good news is with cove it for at least you guys. It's a global media network. And with these remote interviews. Uh, public sector is seeing a lot more global activity, and that's what I want to get your thoughts on. What is the business update internationally for public sector? I'm sure that with CO over the pandemic, you're seeing a lot of activity. How is the public sector business doing internationally? >>John, You know, you mentioned one of the silver linings of a pretty bad situation with the Koven pandemic. And that's been that it has meant that people have to be resourceful. Governments have to be resourceful on DSO. There's been a tremendous amount of innovation people have gotten used to now using modern cloud technology to support remote work and remote war learning. Um, out of necessity, we've had to figure out how do we deliver far greater health care services using digital technology, telemedicine, digital social care, uh, chime rooms? Uh, it really, in a nutshell, has been a tough six months for people, but a relative relatively busy six months for innovation. And for i t for the public sector customers, >>you know, I did an interview a few months ago for one of the award programs in Canada. Um, with the center had a customer on disk customers. The classic customer, a Amazon. You know, I'm not sure we do it all internally. He deployed A W S Connect in literally days that saved the lives of many of his countrymen and women by getting the entitlement checks out. And he was a glowing endorsement because, he said, with Cove in 19 they were crippled. He said they will. They stood up a call center and literally he was converted. That's just one example again. That's Canada of the kind of solutions that you guys air, enabling with Cloud to quickly respond to the crisis, to use technology to solve other technology problems and also business problems. Can you give an example on the international front of where you're seeing some activity? Because this seems to be the same pattern we're seeing, People who have used in the cloud we cube virtual. Will there be no Cuba's wasn't for our cloud implementations, but this is, um, obvious, but I want to call it out. It's important. Can you share some examples of people internationally using the cloud to get and respond to the to the cove in 19 pandemic in delivering services? >>Yeah, In fact, John, we're focusing a lot on that at the public sector summit online that comes up here in October. Um, a couple of quick examples. In fact, one of the top learnings is speed matters. And so we have Eve Curry from Australia, who talks about social and health care and how they were able to get a complete digital suite up and running for supporting 5000 elderly patients and over 3000 employees in less than a week, and that included getting up and running a video conferencing and tele consultation capability using AWS chime. It involved getting up and running collaboration space for the remote workers using work work docks. And it involves setting up a complete call center on the cloud, using Amazon time and literally that was done in less than a week. Another example, really ambitious example, which again is a testament to the innovation and, uh, the capability, the capability that AWS brings to customers. I'm in India. They had a number of tele medicine applications. They were available for a fee, but they didn't have a universal way to reach the vast population in India. And so when the pandemic hit three organization that was responsible for the public health component was challenged to get a no cost tele consultation hella medicine system up and running for outpatient services that could scale to reach a billion people. Um, they did that in 19 days. They got the system up and running Now hasn't gotten to a billion people online at one time. But there right now, doing 6000 consultations a day with about 4000 doctors, and they're headed toward 100,000 consultations today. Eso just to your point, speed and scale. We're seeing it across the board from from our public sector customers. >>You know, it's just mind boggling just to kind of pinch myself from it in 19 days. It's crazy, right? I mean, crazy fast If you throw back to the eighties and nineties when I broke into the business, you know, young gun client server was all the rage back then. And if you wanted to do, like a big apt upon an oracle s a p, whatever it was years, it was months just to do planning. E mean, I mean, think about the telemedicine example 19 days. That's huge. I mean, just the scale is just off the charts. So So I mean, even if you're not a believer in cloud I don't feel should be should just go home and retire at this point because it's just obvious. Uh, the question I wanna ask you specifically because Theresa brought this up on my last interview with her. And I wanna ask you the same question is, what is AWS doing specifically to help customers? I know customers are helping themselves. You mentioned that. What are you guys doing? Toe? Accelerate this. How are you helping of you guys changed a little bit. Can you just share what you guys specifically doing to help customers pivot toe not only solving it, but having a growth strategy behind it? >>Yeah, John, that's a great question. Some of the things that we're doing our long standing programs and so customers from day one have had a need for skills and workforce development. We keep on doubling down on those programs. Things like a W s academy aws educate our restart programs in different countries. So number one is we continue to help customers double down on getting the right cloud skills to enable the digital workforce. The second thing, in fact, if I can, for just amendment, um, there is actually a section of the public sector online called the New Workforce, which talks about both the digital skills that are required and then also some of the remote working skills that we need to help folks with. So So workforce is a big one. Um, the second one. Yeah, and I'm super excited about this because we've opened up the opportunity, form or customers around the globe to participate in our city on the Cloud Challenge Onda That gives a great opportunity to showcase and highlight the innovation of public sector customers and, you know, win some AWS credits and technical assistance to help them build their programs. But I think one of the most the things I'm most proud about in the last 6 to 9 months was when the when this pandemic struck and we listen to our customers about what they needed. We came out with something called the AWS Diagnostic Development Initiative, and that was a program specifically aimed at providing technical assistance. Um, a ws cloud credits all to researchers to help them, um, tackle the tough questions that need to be answered to help us deal with and then hopefully resolve the pandemic. >>So on the international front, like I said earlier in the open, we would've been in Bahrain. That's a new region, only a couple of years old, Obviously the historic, um this, um, geopolitical things happening there, opening things up, that's been a very successful region. This is the playbook. Can you just give us an update on some of the successes in the different regions by rain and then a pack and other areas? What? Some of the highlights? >>Sure, John, One of the things that I think it's super exciting is that all of these customers are developing new capabilities right now. Um, one example from Egypt. Uh, they had to get literally an entire student population back to school. When the pandemic hit on DSO. They quickly pivoted to bringing a online learning management system or LMS up on the cloud on AWS. Um, and they have been able to continue to teach classes, literally to millions of students there. We've seen that same sort of distance learning online education across the globe. Another example would be when countries needed to figure out how to beam or effective in that sort of time tested, contact tracing process. So So when ah person has been found to have the the flu or the illness the subject illness, um, they typically have a lot of manual contact tracers that have to try to identify kind of where that person's been and see if they can. Then, um, helped to control the spread of whatever the diseases Kobe 19. In this case, um, we put together with governments across the world with a W s partners across the world again in very fast order, automated systems to help governments manage this, um, Singapore is a super example. India's a massively scaled example, but we did it in countries of across the globe, and we did it by working with them and the partners there to specifically respond to their needs. So everybody's case, while similar at a high level, you know, was unique in the way that they had to implement it. >>And it's been a great, great ride international us with co vid. You guys have ah current situation. You guys are providing benefits and I'll see the cloud itself for the customer to build those modern APS. The question I wanna ask you, Max, as an executive at eight of yourself. So you've been in the industry, Um, with public sector pre covert, it's, you know, it's before Cove. And there's after Govind is gonna be kind of like that demarcation line in the society. Um, it has become a global thing. I just did an event with Cal Poly was mentioned before we came on, um, small little symposium that would have been, you know, face to face. But because we did it virtually it's now global reinvents coming up. That's gonna be essentially virtual. So it's gonna be more global, less physical, space to face. Everything is introduced, no boundaries. So how >>does that >>impact? How do you How do you guys, How do you look at that? Because it impacts you, I guess a little bit because there's no boundaries, >>right? You know, John, I think this plays into what we're talking about in terms of people and governments and organizations getting used to new ways of working on de so some of our new workforce development is based around that, not just the digital skills in the cloud skills a couple of the things that we've recognized by the way, Um, it's different, but done well, there's new benefits. And so so one of the things that we've seen is where people employ chime, for instance, Uh, video conferencing solution or solutions from our partners like Zoom and others. Onda people have been able to actually be Maurin touch, for instance, with elder care. Um, there were a number of countries that introduced shielding. That meant that people couldn't physically go and visit their moms and dads. Um and so what we've seen is a number of systems on care organizations that have responded andare helping thing the elderly, uh, to use this new tech on. But it's really actually, uh, heartwarming, uh, to see those connections happen again, even in this virtual world. And the interesting thing is, you can actually step up the frequency on DSO. You don't have to be there physically, but you can be there, Andi and interact and support with the number of these thes tools. I think one of the other big learnings that we've seen for many organizations and just about every public sector group has toe work with, um uh, their constituents on the phone. Of course, we've got physical offices, you know, whether it's a hospital or a outpatient center or a social care center. Um, but you always have to have a way to work on phones. What's happened during the Cove in 19 Pandemic is there's been a surge is where information needed to get out to citizens or where citizens literally rushed the phone lines to be able to get the most current information back. Andi, the legacy called systems have been completely overwhelmed, their inadequate. And we've seen customers launch the online call center in the cloud piece, using Amazon connect as their starting point. But then, you know, continuously innovating. And so starting to use things like Lex to be able to deliver a chat box function, Um, in the in the US, for example, one of our partners, Smartronix, was able to automate the welfare and social care systems for a number of different states to the point now where 90 plus percent of those calls get initially handled, satisfied using a chat bots, which frees up agents the deal, you know, with the more difficult inbound calls that they get. >>I gotta ask you, where do we go from here? What's next for these organizations? Post Covad World. You know, if we're sitting at a cocktail party was sitting down having dinner or where he talking remotely here, how would you? How would you explain to me what's what's next? Where do we go from here? And how do organizations take that next post co vid recovery and growth? What's your take? >>And John? I think that's a fantastic question to ask. Let me tell you what we learn from our customers every day because we see them try and do new things. If I had to take my sort of crystal ball, I think we're in version one of figuring out How do we work in this new environment? I think there's a couple of key things that we're going to see. Number one. Um, resilience and continuity of service is not gonna be optional. Everybody is coming to expect that government care, not for profits. Education is going to be able to seamlessly continue to deliver the core services irrespective of these world events or emergencies on B C customers. Now you know, really getting that right. It used to take. You talked about it? Um, heck, you couldn't get a system up and running in 19 days. You'd be lucky if you cut a purchase order in 19 days and citizens and constituents that aren't going to accept that anymore, right? That's one big, uh, change that I think is with us. And we'll keep on driving cloud adoption. I think the next one is how do we start putting the pieces together in ways that make some of this invisible and an example? Um, you know, kind of starts with that with that example in the US with partner that was building systems to help, uh, welfare and social care call centers operate smoother. But if you think about the range of AWS services and the building blocks that customers have, we'll find customers starting to create that virtual experience in aversion to dot away where they tie the contact center into chat box and into transcription. Like, for instance, being able to have a conversation with the parents and using comprehend medical actually get a medically accurate transcription. So the doctor can focus on that patient interaction and not on actually data captured, right, and then if that patient asks. Well, g Doc, could you give me more information about, you know, X y z, uh, medication, or about what a course of treatment sounds like? Instead of tying up the doctors time, you could go and use a tool like Amazon Polly to then go text to speech and give all of that further rich information to that citizen. Um e think some of them things. Same scenarios, right? How do we go from this? This very fast version one dot response to a a mawr immersive, less tech evident capability that strings these things together that to meet kind of unique use cases or unique needs. >>Yeah, I think that's totally right. I think you know the 19 days. Yeah, I'm blown away by that. But I think you know, we thought about agility. That was a cloud term. Being more agile with your code business. Agility has come on the scene and then with business agility you have I call I call business latency. Andi, you went from years to months, months, two days. And I think now, as you get into the decks versions, it's days, two hours, hours, two minutes, hours two seconds Because when you look at the scale of the cloud some of things we were talking what's going on? Space force and globally around with space Leighton See, technically and business late and see this is the new dynamic and it's gonna be automation. Ai these air. This is the new reality. I think co vid points that out. Uh, what's your reaction to that? And give a final message to the AWS international community out there on on how to get through this and what you guys are doing? >>Yeah, John, I think your observation is you know that increasingly, uh, there needs to be a connectedness between the services that thes public sector customers deliver on dso Um, that connectedness can be in terms of making sure that a citizen who eyes on their life journey doesn't need to continuously explain to government where they're at. But rather, government learns how to create secure, scalable data stores so that so that they understand the journey of the citizen and can provide help through that journey. Eso it becomes mawr citizen centric. I think another example is in the entire healthcare arena where what we have found is that the ability thio to securely collaborate on very complex problems and complex data sets? Uh, like like genomes, um is increasingly important on DSO. I think what you'll find is you'll find we're seeing it today, right? With customers like, uh, Genomics England and the UK Bio Bank were there, in fact, creating these secure collaboration spaces so that the best researchers can work against these very important data sets in a secure, yet trusted collaboration environment. So I think we're seeing much more of that on I would say The third thing that we're probably learning from our customers is just how important that skills and workforce pieces. Um, with the accelerated pace, we continue to see pressure on smart skills, and resource is that our customers need. Fortunately, we've got a great global partner ecosystem, Um, but you'll see us continuing to push that forward as a zone agenda that will help customers with eso. I guess my parting comment would be how could it not be? I hope that the customers that attend the summit are from all over the world. I hope they find something that's useful to them in pursuing their mission and in their journey to the cloud. And John, I just This is always a pleasure to join the Cube. Thanks very much for the time today. Thank >>you, Max. Great. Call out. Just I'll call it out. One more time to amplify the learnings in the workforce development starting younger and younger. The path to get proficiency is quickly. You could be a cloud computing cybersecurity application, modern application development, all hot areas. Uh, the new playbook is cloud. It's all there online. And, of course, Max. Global footprint with the regions, the world has changed, and it's gonna be pretty busy. Time for you. We'll be covering it. Thanks for coming on. >>That's great. Thanks, John. >>Okay, I'm John. Free with the Cube. You're watching any of US? Public sector summit, The international online event. I'm John. Hard to keep your host. Thank you for watching

>>from around the globe. It's the Cube with digital coverage of you. I path live the release show brought to you by you. >>I path Hi. Welcome back to this special R p A drill down with support from you. I path You're watching The Cube. My name is Dave Volante and Bobby CMO. You know I passed Bobby. Good to see you again. Hope you're doing well. Thanks for coming on. >>Hi, Dave. It's great to see you as well. It's always a pleasure to be on the Cube and even in the virtual format, this is really exciting. >>So, you know, last year at forward, we talked about the possibility of a downturn. Now nobody expected this kind of downturn. But we talked about that. Automation was likely something that was going to stay strong even in the downturn. We were thinking about potential recession or an economic downturn. Stock market dropped, but nothing like this. How are you guys holding up in this posted 19 pandemic? What are you seeing in the marketplace? >>Yeah, we certainly we're not thinking of a black swan or rhino or whatever we call this, but, you know, it's been a pretty crazy couple of months for everybody. You know, when When this first started, we were like everybody else. Not sure how it impact our business. The interesting thing has been that you're in code. It actually brought a reality check through. A lot of companies and organizations realize that it's very few tools to respond quickly, right? Bond with, you know, cost pressures that we're urgent or preserving revenue, perhaps, or responding to Ah, strange resource is, you know, in all centers, or or built to support. You know, the surge in in, um, in the healthcare community. And so r p a became one of those tools that quickly waas knowledge and adopted. And so we went out two months ago to go find those 1st 1st use cases. Talk about him, then. You know, 1st 30 days we had 50 in production, right? Companies, you know, great organizations like Cleveland Clinic, right? You know where they use their parking lot? Give the first tests the swab tests, right of, uh, well, who have proven right? You know, they had a line of 88 hours by, you know, putting a robot in place in two days. They got that line down by 80 or 90% right? It is a huge hit as we see that kind of a kind of benefit all across right now in the world. Right now we have. We were featured in The Wall Street Journal recently with nurses and a large hospital system in Ireland called Matter. The nurses said in the interview that, you know they have. They were able to free up time to be a patient's right, which is what they're there for, anyway, thanks to robots during this during this emergency. So I think you know, it's it's definitely raise The awareness that that this technology is provides an amazing time to value, and that's it's pretty unprecedented in the world of B two B software. >>I want to share some data with you in our community is the first time we've we've shown this. Guys would bring up the data slide, and so this is ah, chart that e. T are produced. There's enterprise technology research. They go out of reporter. They survey CIOs and I T practitioners and a survey in different segments and the use of methodology Net score. And this is sort of how method how Net scores derived. And so what this chart shows is the percent of customers that responded there were about 125 You I path customers that responded. Are you adopting new U I path? Are you increasing spending in 2020? Are you planning on flat spending or decreasing spending? Are you replacing the platform of beacons? And so basically, we take the green, uh, subtract the read from the green, and that gives us net score. But the point is that Bobby abouts about 80% of your customers are planning to spend Maurin 2020 than they spent in 2019 and only about 6% of planning on spending less, which is fairly astounding. I mean, we've been reporting on this for a while in the heat nous in the in the automation market generally and specifically. But are you seeing this in the marketplace? And maybe you could talk about why? >>Well, we just finished our first fiscal quarter into the end of April, and we're still privately held, so we can be, uh, find some insights of our company, but yeah, the the pace of our business picked up actually in in the mark. April timeframe. Um, customer adoption, large customer adoption. Um, the number of new new companies and new logos were at a record high. And, you know, we're entering into this quarter now, and we have some 20 plus $1,000,000 deals that are like that. It closed, right? I mean, that's probably a 30% increase Versus what? How many we have today alone. Right? So our business, you know, is is now well over 400 million and air are we ended last year, 3 60 and the growth rate continues fast. I think you know what's interesting is that the pace of the recode world was already fast, right? The the luxury of time has kind of disappeared. And so people are thinking about, you know, they don't have they can't wait now, months and years for digital transformation. They have to do things in days and days and days and weeks. And and that's where our technology really comes into play. Right? And and and it actually is also coming to play well in the world of the remote workforce. Reality two of the ability for remote workers to get trained while they're home on automation to build automation pipelines to to build automation. Now, with our latest release, you can download our podcast, capture and report what you're doing, and it basically generates the process definition document and the sample files, which allow for faster implementation by our center of excellence. So what's really happening here? We see it is a sense of urgency coming out of this. Prices are coming down the curve. Hopefully, now this is of urgency that our customers are facing in terms of how they respond, you know, and respond digitally to helping their business out. And it varies a lot by industry, our state and local business was really thinking was not going to be the biggest laggard of any industry picked up in a significant way in the last couple of months, New York State, with Governor Cuomo, became a big customer of ours. There's a quote from L. A County, see Iot that I've got here. They just employed us. It's public, this quote, he said. Deputy CIO said Price is always the mother of invention. We can always carry forward the good things they're coming out of this crisis situation. He's referring to our P A is being a lesson. They learned hearing this, that they're going to carry forward. And so we see this state of Oklahoma became a customer and others. So I think that's that's what we're seeing kind of a broad based. It's worldwide. >>You're really organizations can't put it off anymore. I think you're right. It sort of brought forward the future into the present. Now you mentioned 360 million last year. We had forecast 350 million was pretty good for you guys released, so it's happy about that. But so obviously still a strong trajectory. You know, it might have been higher without without covert. We'll never know, but sort of underscores the strength of the space. Um, and February you guys, there was an article that so you're essentially Theo Dan, Daniel Hernandez was quoted. Is that on hold now? Are you guys still sort of thinking about pressing forward or too early to say right? >>Yeah. I mean, I think I think the reality is we have a very, very strong business. We've raised, you know, significant money from great investors, some of which are the leading VCs in the world. and also that the public company investors and, you know, we have, ah, aggressive plan. We have an aggressive plan to build out our platform for hyper automation to continue. The growth path is now becoming the center of companies of I, T and Digital Strategies, not on the side. Right. And so to do that, you know, we're gonna want capital to help fuel our our our ambitions and fuel Our ability to serve our customers and public markets is probably a very, very logical one. As Daniel mentioned in a in a A recent, uh, he's on Bloomberg that he definitely sees. That is ah, maybe accelerating that, You know, we're late Last year, we started focusing on sustainable growth as a company and operational regular. These are important things in addition to having strong growth that, you know, a long term company has to have in place. And I can tell you, um, I'm really excited about the fact that we, you know, we operate very much like a public company. Now, internally, we you know, we do draft earnings releases that aren't public yet, and we do mock earnings, earnings calls, and we have hired Thomas Hansen is runs our chief revenue officer with storage backgrounds. And so you're gonna interview as well. These are these are these are the best of the best, right? That joint, they're joined this company, they're joining alongside the arm Kalonzo the world that are part of this company. And so I think, Yeah, I think it's an AR It's likely. And and it's gonna We're here to be a long term leader in this decade of automation. >>Well, and one of the other things that we forecast on our breaking analysis we took a look at the total available market kind of like into it. Early days of service Now is you know, people were really not fully understanding the market and chillin C it is is quite large, so video. So when we look at the competition, you know, you guys, if I showed you the same wheel with automation anywhere, it would also look strong. You know, some of the others, maybe not a strong but still stronger than many of the segments. I mean, for instance, you know, on Prem hardware. You know, compared with that and you know the automation space in general across the board is very, very strong. So I wonder if maybe you could talk a little bit about how you guys differentiate from the competition. How you see that? >>Yeah, I think you know, we've We've come a long way in the last three years, right? In terms of becoming the market leader, having the highest market share, we're very open and transparent about our numbers with We've long had the vision of a robot. Every person, uh, and and we've been delivering on that on on that vision and ah, building out a platform that helps companies, you know, transform digitally enterprise wide. Right. So, you know, I don't see any of our competitors with a platform for hyper automation like this. We have an incredible focus on the ability to help people actually find the ideas, build the pipeline, score the pipelines and integrate those with the automation center of excellence. Right? We have the ability now with our latest release to help test automation testers now not only in the world of art A but actually take robotic robots and and architecture into doing test automation. The traditional test automation market in a much better and faster way So you know, we're innovating at a pace that that it is, I think, much faster than I don't. I don't know automation anywhere. I won't share any their numbers. You know, who knows what the numbers are. We have guesses, but I'm fairly certain that we continue to gain share on them. But you know, what's most important is customer adoption, and we've also seen a number of customers switch from some of our competitors to us. Our competitors are undercapitalized and middle. Invest in R and D. This is an investment area, really build a platform out from our competitors have architectures that are hard to upgrade, right? This has been a big source of pain for companies that have been on our competitors. Where upgrades are difficult requires them to retest every time where our upgrades are very rolling, you know, are very smooth. We have an insider program which you know, I don't think any of our competitors have. If you go inside that you had pat that your customer every single bit every single review betting, private preview, public preview and general availability, you can provide feedback on and the customers can score up new ideas. They drive our our roadmap. Right. And this is I think we operate differently. I think our growth is a is a good indication of that. And, you know, and there are new competitors like Microsoft. But I think you know, you know, medium or long term, you know, they're gonna make effort around our, um and you know, they're behind the, um, automation is really hard. The buried entry here is not it's not. Not easy. And we're going to keep me on that platform, play out, and I think that's ah, that's what makes us so different. Um and ah, you know, we have the renewal numbers, retention numbers, expansion numbers and and the revenue numbers to improve that, uh, you know, we're number one. >>Well, so I mean, there's a lot of ways to skin the cat, and you're right. You guys are really focused, you know, you automation anywhere really focused on this space, and you shared with us how you differentiate there. But as you point out Microsoft, they sort of added on I had talked to Allan, preferably the day from paga. You know, those guys don't position themselves as our PC, but they have r p A. I talked to, you know, our mutual friend Robert Young John the other day, right? They're piling onto this this trend, right? So why not? Right, It's it's ah, it's hot. But so, you know, clearly you guys are innovating there. I want to talk about your vision before we get into the latest product release two things that I would call out the term hyper automation with, I think is the Gartner term. And then it will probably stick. And then this this idea of a robot for every person How would you describe your vision? >>Yeah, I mean, we think that robots can and improve, you know, the the lives of of or pers everywhere, right? We think in every every function, every role. And we see that already, the job satisfaction and the people don't want to do the mundane, repetitive work, right? The new hires coming out of college, you know, they're gonna be excel and sequel server. We're no longer the tools of productivity. For them, it's it's your path. We have business. Schools that have committed top tier business schools have committed to deploying your path or to putting you're passing every force in the school these students are graduating with the right path is their most important skill going into companies. And they're gonna expect to be able to use robots within their companies in their daily lives. A swell. So, you know, we have customers today that are rolling out a robot for every person you know. We had Ah, Conoco Phillips on just earlier in our launch, talking about citizen developers, enabling says, developer armies of developers and growing enterprise wide. See, Intel was on as well from Singapore, the large telco. They're doing the exact same thing. So I think you know, I think this is this is this is this is about broad based digital transformation. Everybody participating And what happens is the leading companies to do this, you know, they're going to get the benefit of benefits out of it. It can reinvest that productivity, benefits and data science and analytics and serving customers and in, you know, and and, ah, new product ideas. And so, you know, this is this. You know, automation is going to fuel now the ability for companies to really differentiate and serve their customers better. And it's only needed enterprise wide view on it that you really maximizing. Take Amazon, for example, a great customer during during this prices. You know, they're trying to hire hundreds of thousands of people, right? Help in the fact that in their in their distribution centers elsewhere, this all served demand to help people who like you and I home or ordering things that we need, right? Well, they're use your path robots all throughout their HR hr on boarding HR recruiting HR administration And so helping them has been a big during this prices surge of robots is helping them actually hire workers. You know another example of Schneider Electric and amazing customer of ours. They're bringing their plants, their manufacturing facilities, implants back online faster by using robots to help manage the PPE personal protective equipment in the plant allow people workers to get back to work faster. Right? So what's happening is is, you know in that in those cases is your different examples of robots and different functions, right? In all cases, it's about helping grow a company faster. It's about helping protect workers. It's about helping getting revenue machines back up and running after Kobe is going to be critical to get back to work faster. So I'm I'm really excited about the fact that as people think about automation across the organization, the number of ideas and Aaron opportunities for improvement are are we're just starting to tap that potential. >>Well, this is why I think the vision is so important because you're talking about things that are transformative. Now, as you well know, one of the criticisms of RPS. So you have people, the suppliers and just yeah, we, you know, looking at mundane tasks, just automating mundane tasks like sometimes paving the cow path and say, you're very much aware of that criticism. But if I look at the recent announcements, you're really starting to build out that vision that you just talked about. They're really four takeaways. You sort of extending the core PAP platform, injecting AI end some or and more automation end to end automation really taken that full lifestyles lifecycle systems view and the last one is sort of putting it talks to the robot. For every person that sort of citizen automation, if you will, that sort of encompasses your product announcements. So it wasn't just sort of a point Announcement really is a underscores the platform. I wonder if you could just What do we need to know about you guys? Just that out. >>So we think about how we think about the rolls back to a division of robots person how automation can help different roles. And so this product launch $20 for this large scale launch that you just articulated, um, impacts in a fax and helps many different kinds of new roles Certainly process analysts now who examined processes, passes performance improvements. You know, they're a user of our process mining solution in our past. Find a solution that helps speed on our way. Arpaio engine, no testers and quality engineers. Now they can actually use studio pro and actually used test robots are brand new, and our new test manager is sort of the orchestration and management of test executions. Now they can participate in in leveraged power of robots and what they do as well. And we kind of think about that, you know, kind of across the board in our organization across the platform. They can use tools like you have path insights in Europe. If you're an analyst or your, uh ah. B I, this intelligence person really know what's going on with robots in terms of our wife for my organization and provide that up to the, you know, sea levels in the board of directors in real time. So I think that's that's the big part. Here is we're bringing, and we're helping bring in many, many different kinds of roles different kinds of people. Data scientist. You mentioned AI. Now data scientists can build a model. The models applied to ai fabric an orchestrator. It's drag and drop by our developer in studio, and now you can turn, you know, a a mundane, rules based task right into an experience based ones where a robot can help make a decision right. Based on experience and data, they can tweak and tune that model and data scientists can interact, you know, with the automation is flowing through your path. So I think that's how we think about it, right? You know, one of the great new capabilities, as well as the ability to engage line workers, dispatch out workers If you're a telco or or retail story retail store workers you know the robots can work with humans out in the field. We've got one real large manufacturer with 18,000 drivers in a DST direct store delivery scenario. And you know the ability for them to interact with robots and help them do their job in the field. Our customers better after the list data entry and data manipulation, multiple systems. So I this is this makes us very unique in our vision and in our execution. And again, I don't I have not heard of a single ah example by competitors that has any kind of a vision or articulation to be able to help a company enterprise wide and, you know, with the speed and the and the full, full vision that we have. >>Okay, so you're not worried about downturns. You can't control black swans Anyway, you're not worried about the competition. It feels like you know, you're worried about what you're worried about. You want about growing too fast. Additionally, deploying the the capital that you've raised. What worries you? >>Yeah. You know, we're paranoid or paranoid company, right? And when it comes to the market and and trying to drive, I think we've done a lot to help actually push the rock up the hill in terms of really, really driving our market, building the market, and we want to continue that right and not let up. So there's this kind of desire to never let up, right? Well, we always remind ourselves we must work harder, must work harder. We must work harder. And that's that's That's sort of this this mentality around ourselves, by the smartest people. Hire the smartest people you work with our customers, our customers are priority. Do that with really high excellence and really high sincerity that it comes through and everything that we do, you know, to build a world class operation to be, you know, Daniel DNS. When I first met him, he said, You know, I really want to be the enemy of the great news ecology company that serve customers really well. And it was amazing things for society, and and, you know, we're on that track, but we've got, you know, we're in the in the in the early innings. So, you know, making sure that we also run our business in a way that, um, you know, uh, is ready to be Ah, you know, publicly successful company on being able to raise new sources of capital to fund our ambitions and our ideas. I mean, you saw the number of announcements from our 24 release. It reminded me of an AWS re invent conference, where it's just innovation, innovation, innovation, innovation. And these are very real. They're not made up mythical announcements that some of our competitors do about launching some kind of discovery box doesn't exist, right? These are very real with real customers behind them, and and so you know, just doing that with the same level of tenacity. But being, you know, old, fast, immersed and humble, which are four core culture values along the way and not losing that Azeri grow. That's that's something we talk about maintaining that culture that's super critical to us. >>Everybody's talking about Okay, What What's gonna be permanent? Postpone it. I was just listening to Julie Sweet, CEO of Accenture, and she was saying that, you know, prior to Covic, they had data that showed that the top 25% of companies that have leaned into digital transformation were outperforming. You know, the balance of their peers, and I know question now that the the rest of that base really is going to be focused on automation. Automation is is really going to be one of those things that is high, high priority now and really for the next decade and beyond. So, Bobby, thanks so much for coming on the Cube and supporting us in this in this r p. A drill down. Really appreciate it, >>Dave. It's always a pleasure as always. Great to see you. Thank you. >>Alright. And thank you for watching everybody. Dave Volante. We'll be right back right after this short break. You're watching the cube. >>Yeah, yeah, yeah, yeah.

>>law from Las Vegas. It's the Q covering a ws re invent 2019. Brought to you by Amazon Web service is and in along with its ecosystem partners. >>Hey, welcome back. Everyone's two cubes. Live coverage I'm John for with the Cube were here reinvent date, too, as it winds down Walter Wall interviews two sets here. We want to think Intel, big sponsor of this, said we without Intel, we wouldn't have this great content. They support our mission at the Q. We really appreciate it. We're here and strengthen the signal the noise on our seventh reinvent of the eight years that they've been here. We've been documenting history, and we got a great panel lined up here. They got Sebastian to holler Who's the CEO? Sale Drone. Henry Stalls, Stool The VP of Science and Technology and Bowery Farming. Great use case around the food supply and Janet his era space weather scientists at NASA. The Kilo Physics division. We got a great lineup here. Great panel. Welcome to the Cube. Thanks for coming. Thank you. Okay. We'll start with you, Jen. And you're doing some super cool space exploration. You're looking at super storms in space. What's your story? >>Yeah, I work at NASA and NASA has in its mandate to understand how to protect life on Earth and in space from events like space, weather and other things. And I'm working with Amazon right now to understand how storms in space get amplified into super storms in space, which now people understand, can have major impacts on infrastructures head earth like power grits. >>So there's impact. >>There's a >>guy's measuring that, not like a supernova critical thing like >>that >>of, like, practical space. >>Actually, the idea that the perception of the world of the other risks of space weather changed dramatically in 1989 when Superstorm actually caused the collapse of a power grid in Canada and the currents flowing in the ground from the storm entered the power grid and it collapsed in 90 seconds. It couldn't even intervene. >>Wow, some serious issues. We want to get into the machine learning and how you guys are applying. But let's get through here, and we're doing some pretty cool stuff that's really important. Mission. Food supply and global food supply something that you're doing. What I think it might explain. >>Yeah, Bowery were growing food for a better future by revolutionizing agriculture. And to do that, we're building these ah network of large warehouse scale indoor farms where we go all sorts of produce indoors 365 days a year, using zero pesticides using hydroponic systems and led technology. So it's really exciting. And at the core of it is some technology we call the Bowery operating system, which is how we leverage software hardware in a I tow, operate and learn from our farm. >>I'm looking forward to digging into that Sebastian sale drone. You're doing some stuff you're sailing around the world. You got nice chance that you now tell your story. >>Sadly, no way. Use wind powered robots to study the 20% of the planet that's currently really data scarce. And that's the oceans on. So we measure things like biomass, which is how many fish down in the ocean. We measure the input of energy, which impacts weather and climate. We mapped the seabed on. We do all kinds of different tasks which are very, very expensive to do with few ships >>and to report now that climate change is on everyone's agenda, understanding potentially blind spots. Super important, right? >>That's what I'm trying to, You know, this whole question of if it's a question of what? When and what and how much. And so, you know, the ice is melting, the Gulf Stream is changing, and Nina is wrecking havoc. But we just do not understand this because we just don't have the data. In city, we use satellites where they have very low resolution. They cannot see through the water where you ships. No, has 16 ships he in the U. S. So we have to do better. We have to translate this into a big data problem. So that's what we're doing. We have 1000 sale drones on our plan with 100 water right now. And so we're trying to instrument old oceans all the time, >>you know, and data scales your friend because you don't want more data. Yes. Talk about what you're working on. What kind of a I in machine learning are you doing? You just gathering day. Then you're pumping it up to the cloud via satellites or what's going on there? >>One of the one of the use cases trying to understand you know who's out there. What are they doing? Another doing anything illegal. So to do this, you need to use cameras and look at the horizon and detect. You know whether you have vessels. And if those vessels are not transmitting the position, it means that they're trying to stay hidden on the ocean. And so we use machine learning and I that we train on on AWS to try to understand what where those things are. It's hard enough on land at sea. It's very hard because every pixel is moving. You have waves. The horizon is moving, the skies moving, the ship is moving. And so trying to solve this problem is a completely new thing that's called maritime domain awareness on, and it's something that has never been done before. >>And what's the current status of the project? >>So wave been live for about four years now we have 100 sail drones were building one a day towards the goal of having 1000 which we covered all the planet in a six by six degrees squares on. We are operationally active in the Arctic in the tropical Pacific. In the Atlantic. We just circumnavigated Antarctica, So it's the thing. That's really it's out there. But it's very far from from from land, >>So the spirit of cloud and agility static buoy goes away. You want to put the sale drones out there to gather and move around and capture. >>That's what the buoy is. You know, a massive steel thing, which has a full mile long cable, and it's it's headed to the silo in a fix stations one point and the ocean goes by. You having and robots means that you can go where you know something interesting is happening where you have a hurricane where you might have an atmospheric river where you might have a natural catastrophe or man made catastrophe. So this intelligence of the platform is really important in the navigation. That platform requires intelligence. And on the other side, getting 1000 times more data allows you to understand things better, just like Michael is doing. >>It isn't a non profit of four profit venture. >>It's a for profit company. So we said raw data a fraction of the cost of existing solution to try to create this kind of transformative impact on understanding what's happening >>that's super exciting for all the maritime folks out there because I love the ocean myself. Henry, you you're tackling real big mission. How using technology. I can almost imagine the instrumentation must be off the charts. What's your opportunity? Looked like? A tech perspective >>s o The level of control we have in our farms is really unparalleled. Weaken tune Just about every parameter that goes into growing our plans from temperature humidity Co Two light intensity day night cycles list keeps going on. And so to do Maur with fewer resource is to grow Maurin our farms. We're doing something called science a scale where we can pull different levers and make changes to recipes in real time. And we're using a I tow, understand the impact that those changes have and to guide us going from millions of different permutations. Trillions of permutations, really too. The perfect outdone >>converging. You jittery? Look at the product outcome. You circle that dated back is all on Amazon >>way. Do operate on Amazon. Yeah, and we're using deep learning technology to analyze pictures that come from cameras all over our farms. So we actually have eyes on every single crop that grows in our facilities and So we process those, learn from the data and and funnel that back into the >>like, Maybe put more light on this or do that kind of make a just a conditions. Is that that thing? That's >>exactly it. And we grow lots of different types of plants. We grow butter, head lettuce, romaine, kale, spinach, arugula, basil, cilantro. So there's a lot of different things we grow, and each of them require different, different little tweaks here and there. Toe produced over the best tasting and most nutritious product. >>That's cool, Janet Space. Lastly, on one inspection, we're gonna live on Mars someday. So you might be a weather forecaster for what route to take to Mars. But right now, the practical matter is Israel correlation between these storms. What kind of data problem are you looking at? What is the machine learning? What are some of the cool things you're working on? >>It? We have a big date, a problem because storms of that magnitude are very rare. So it's hard for us to find enough data to train a I we can't actually train a we have to use, you know, learning that doesn't require us to train it, but we've decided to take the approach that these super storms are like anomalies on the normal weather patterns. So we're trying to use the kind of a I that you used to detect anomalies like people who are trying to break into to do bank fraud or, you know, do a Web server tax. We use that same kind of software to tryto identify anomalies that are the space weather and look at the patterns between sort of a normal, more of a normal storm and a space with a huge space weather event to see how they patterns. Comparing how you're amplifying the regular storm into this big Superstorm activity. >>So it sounds like you have to be prepared for identifying the anomaly. See you looking at anomalies to figure out where the anomaly might be ready to be ready to get the anomaly. >>Yeah, you look at the background, and then what sticks out of the background that doesn't look like the background is is identified as the anomaly. And that's the storms that air happening, which are quite rare, >>all three of you guys to do some real cutting edge cool projects. I guess my question would be for the folks that are putting their toe in the water for machine learning. They tend to be new use cases like what you guys are doing, whether it's just a company tryingto read, factor themselves or we become reborn in the cloud ran legacy stuff. When you hear it, Amazon reinvent. This is the big question for these folks that are here. You guys are on the front end of a really cool projects. What's your advice that the people are trying to get in that mindset? >>So I think I think you know the way the way to think about this is if you're good at something and if you think you have the solution for something, how can you make that a 1,000,000 times more efficient? And so the problem is, there's just not enough capacity in the world, usually to treat data sets that a 1,000,000 times larger. And this is where machine learning should be thought about it as an extension of what humans really good at using a pair of eyes, ears or whatever or the sense. And so in our case. For example, counting fish acoustician, train acoustician, look at sonar data and understand schools of fish and can recognize them. And by using this knowledge base, we can train machines to do this on a much grander scale. And when you're doing a much grander scale, you derive. Ah, holding tight to >>your point is that humans are critical. I'm the process. So scaling the human capabilities and maybe filling in another scale issues or >>that's what a machine learning is. It's the greatest enabler of our time. It enables us to do things which are impossible to do before because we just didn't have enough people to do them at scale. >>AKI is being able to ask questions, right? And so if you have the questions to ask, you can apply this technology in a way that's never really been before possible. >>You're Jake. >>Yeah, I am actually someone who didn't know anything about a Ira ml when I started. I'm on. I'm a research scientist. That space weather. So coming into this, I'm working with E m L Solutions Lab here and putting a I experts with with experts and space brother we're getting we're doing things that are gonna give us new advances. I mean, We're already seeing things we didn't know before. So I think that if you partner with people who really have strong a I knowledge, you can use your knowledge of science to really get to the really important issues. >>Okay, I have to ask the final lightning round question. What is the coolest thing that you've done with your project that you've either observed implemented? That is super cool. Super cool. What's the coolest thing >>well in in terms of us were using anomaly detection to identify storms and in the first round through it actually identified every single Superstorm, which was not the major super storms, but it did. But it also started identifying other anomalous events, and when you went looked at him, they were anomalous events. So we're seeing things. It's picking out the weird things that are happening in space weather. It's kind of exciting and interesting. >>I worked for a day with you. I would love to just leave these anomalies every what's the coolest thing that you've seen or done with your project? >>I think the fact that we've built our own custom hardware own camera systems, uh, and that we feed those through algorithms that tell us something about what's happening minute by minute with plans as they grow to see pictures of plants minute by minute, they dance and it's truly it's It's remarkable. >>Wow! Fascinating Machin >>We've counted every single fish on the West Coast, the United States, every single air from Canada to Mexico. I thought I >>was pretty >>good. I didn't think it was possible. >>Very cool. But what's the number? >>Yeah, If I could tell you, I would. But I'm not allowed to tell you the jam. >>And you know where the salmon are, where they're running all that good stuff. Awesome. Well, congratulations, You guys doing some amazing work is pioneering a great example of just what's coming. And I love this angle of making larger human impact using technology. Where you guys a shaping technology for good things. Really, really exciting. Thanks for coming on, John Kerry. We're here live in Vegas for re invent 2019. Stay with more coverage. Day three coming tomorrow back with more After this break, when a fake intel for making it all happened presented by Intel Without their sponsorship, we wouldn't be able to bring this great content. Thanks for watching

>>live from Atlanta, Georgia. It's the Q covering Answerable Fest 2019. Brought to you by >>Red Hat. >>Okay, welcome back. It runs two cubes. Live coverage of Ansel Fest here in Atlanta, Georgia. I'm John for a host of the Cube with stewed Minutemen. Analysts were looking angle. The Cube are next to guest Tom Anderson and most product owner. Red Hat is part of the sensible platform automation properly announced. And Richard Henshaw, product manager. Guys, welcome to the Cube Way had all the execs on yesterday and some customers all pretty jazzed up about this year, mainly around just the timing of how automation is really hitting the scene and some of the scale that's going on. You guys had big news with the answerable automation platform. New addition to the portfolio. What's the feedback? >>So far, I think the feedback has been super positive. We have customers have come to us. A lot of the last little one said, Hey, we're maturing. We're moving along the automation maturity curve, right, and we have multiple teams coming to us and saying, Hey, can you help us connect this other team? We've had a lot of success doing cloud provisioning or doing network automation were doing security automation. What have you and they're coming to us and saying, Help us give us kind of the story if you will, to be able to connect these other teams in our organization. And so that way I kind of feel the pole for this thing to move from a tool that automates this or that. This task for that task. Too much more of a platform center. >>It seems to be scaling out in terms of what automation is touching these days. And look at the numbers six million plus activations on get Hub versus other projects. So activities high in the community. But this seems to be much more broader. Scope now. Bring more things together. What's the rationale behind? What's the reasoning? What's the strategy? But the main thing is, >>automation is got to that point where it's becoming the skill set that we do. So it was always the focus. You know, I'm a database administrator. I'm assists out, man. I'm a middle where I'm a nap deaf on those people, then would do task inside their job. But now we're going to the point off, actually, anybody that can see apiece. Technology can automate piece technology in the clouds have shown This is the way to go forward with the things what we had. We bring that not just in places where it's being created from scratch, a new How do you bring that into what's existing? Because a lot of our customers have 20 or 30 years like a heritage in the I T estate. How do you do with all of that? You can't just rebuild everything into new as well. So you gotta be ableto automate across both of those areas and try and keep. You know, we say it's administrative efficiency versus organization effectiveness. Now how do I get to the point of the organization? Could be effective, supposed just doing things that make my job easier. And that's what we're gonna bring with applying automation capability that anybody can take advantage of. >>Richard. I actually felt the keynote demo this morning did a nice job of that line that they set it up with is this is this is tools that that all the various roles and teams just get it, and it's not the old traditional okay, I do my piece and set it up and then throw it over the wall. There was that, you know? Oh, I've got the notification and then some feedback loops and, you know, we huddled for something and it gets done rather fast, not magic. It's still when I get a certain piece done. Okay, I need to wait for it's actually be up and running, but you know, you're getting everybody into really a enterprise collaboration, almost with the tool driving those activities together >>on that. And that's why yesterday said that focus on collaboration is the great thing. All teams need to do that to be more successful because you get Maur inclusivity, Maurin puts. But organizations also need to coordinate what activities they're doing because they have rules, regulations, structures and standards they have to apply. Make sure that those people can do things in a way that's guided for them so that they're they're effective at what they're trying to do. >>Okay, I think I'm going to explain what's in the platform first because an engine and tower and there, what else is in there, what's new? What's what our customers is going to see. That's new. That's different >>it's the new components are automation Hope Collections, which is a technology inside answer ball itself. On also Automation Analytics and the casing is that engine and terrorist of the beating heart of the platform. But it's about building the body around the outside. So automation is about discover abilities like, What can we find out? What automation can I do that I'm allowed to do? Um, and let six is about the post activity. So I've automated all these things. I've done all this work well, How did it go? Who did what, who did? How much of what? How well did it work? How much did it failed? Succeeds and then, once you build on that, you don't start to expand out into other areas. So what? KP eyes, How much of what I do is automated versus no automated? You can start to instigate other aspects of business change, then Gamification amongst teams. Who's the Who's the boat? The closest motive here into the strategy input source toe How? >>Find out what's working right, essentially and sharing mechanism to for other groups in terms of knowing what's happening >>and how is my platform performing which areas are performing well, which airs might not be performing well. And then, as we move down the road, kind of how my performing against my peers are other organizations that are automating using the ants will automation platform doing? And am I keeping up on my doing better? That kind of stuff. >>So, Tom, there's a robust community as we was talking about. Their platform feels like it builds on yet to change the dynamic a little bit. When you talk about the automation hub and collections, you've already got a long list of the ecosystem vendors that are participating here. Bring us two through a little bit. What led Thio. You know all these announcements and where you expect, you know, how would this change the dynamics of >>the body? And maybe we'll split up that question. I'll talk a little bit about partners because it's both partners and customers in community here that's been driving us this way. I'll talk a little bit about partners and Rich talk about the customer piece here, which is partners have been traditionally distributing their content there. Ansel automation content through our engine capability. So our engine release cycle, or cadence, has been sort of the limiting factor to how fast they can get content out to their users and what what the collections does is part of the platforms allows us to separate those things. Rich talked about it yesterday in his keynote, having that stable platform. But you having yet having content be able to read fast. And our partners love that idea because they can content. They can develop content, create content, get into their users hands faster. So partners like at five and Microsoft you've seen on stage here are both huge contributors. And they've been part of the pole for us to get to the platform >>from a customer perspective. And the thing I love most about doing this job with the gas of customers is because I was a customer on Guy was danceable customer, and then I came over to this side on Dhe. I now go and see customers. I see what they've done, and I know what that's what I want to do. Or that's what I was trying to do. And she started to see those what people wanted to achieve, and I was said yesterday it is moving away from should I automate. How would we automate Maura? What should I automate? And so we'll start to see how customers are building their capabilities. And there's no there's many different ways people do. This is about different customers, >>you know. What's interesting is you guys have such a great success formula first. Well, congratulations. It's great to see how this is turning into such a wider market, because is not just the niche configuration management. More automation become with cloud to point a whole new wider category. So congratulations. The formula we see with success is good product, community customers adopting and then ecosystem that seems to be the successful former in these kinds of growth growth waves you guys experiencing? What is the partnering with you mentioned? S five Microsoft? Because that, to me, is gonna be a tipping point in a tel sign for you guys because you got the community. You got the customers that check check ecosystem. What's the partner angle? How do they involve? Take us through that. What's going on? They're >>so you're absolutely so you know, kind of platform velocity will be driven by partner adoption and how many things customers can automate on that platform or through that platform and for us I mean, the example was in the demo this morning where they went to the automation hub and they pulled down the F five collection, plugged it into a workflow, and they were automating. What are partners? Experience through their customers is Look, if I'm a customer, I have a multi cloud environment or hybrid cloud environment. I've got automation from AWS. I've got azure automation via more automation. Five. Got Sisko. I've got Palo Alto. I've got all these different automation tools to try and string them together, and the customers are coming and telling those vendors Look, we don't want to use your automation to end this automation tooling that one we want to use Ansel is the common substrate if you will automation substrate across this platform. So that's motivating the partners to come to us and say, Hey, I had I was out five Aspire last week, and they're all in a natural. I mean, it's really impressive to see just how much there in unanswerable and how much they're being driven by their customers when they do Ansell workshops without five, they say the attendance is amazing so they're being pulled by their customers and therefore the partners are coming to us. And that's driving our platform kind of usability across the across the scale. >>Another angle we'll see when we talk to the engineers of the partners that are actually doing the work to work with danceable is that they're seeing is ah, change also in how they it's no longer like an individual customer side individual day center because everything is so much more open and so much more visible. You know there's value in there, making it appealing and easy for their customers to gain advantage of what they're doing. And also the fact that the scales across those customers as well because they have their internal team's doing it, saying the same things and so bringing them to an automation capable, like Ansel have to push. That means that they also gained some of the customers appreciation for them, making it easier to do their tasking collaboration with us and you know, the best collaborations. We've got some more partners, all initiated by customers, saying Hey, I want you to go and get danceable content, >>the customer driving a lot of behavior, the guest system. Correct. On the just another point, we've been hearing a lot of security side separate sector, but cyber security. A lot of customers are building teams internally, Dev teams building their own stacks and then telling the suppliers a support my AP eyes. So now you start to see more of a P I integration point. Is that something that is gonna be something that you guys gonna be doubling down on? What's that? What's the approach there? How does that partner connected scale with the customers? So we've >>been eso Ansel security automation, which is the automation connecting I. P. S. C. P. S that kind of stuff. It is almost a replay of what we did the network automation space. So we saw a need in the network automation space. We feel that we became a catalyst in the community with our partners and our customers and our and our contributors. And after about three years now, Ansel Network automation is a huge piece of our business and adoption curve. We're doing the exactly see the exact same thing in the security automation space compliance. The side over here, we're talking about kind of automating the connections between your firewalls, your threat detection systems and all that kind of stuff. So we're working with a set of partners, whether it's Cisco, whether it's Palo Alto, whether it's whether it's resilient by the EMS, resilient and being able to connect and automate the connections between the threat and the response and and all of that kind of >>the same trajectory as the network automation >>Zach. Same trajectory, just runnin the same play and it's working out right now. We're on that kind of early part of that curve, that adoption curve, and we have partners jumping in with us. >>You're talking to customers. We've heard certain stories. You know how I got, you know, 1000 hours of work down to a dozen hours of work there. Is there anything built into the tool today that allows them to kind of generate those those hero stats O. R. Any anything along those lines? >>Talk about analytic committee from yes, >>well, again without any analytic side. I mean, those things starts become possible that one of the things we've been doing is turning on Maur more metrics. And it's actually about mining the data for the customer because Tower gives this great focal point for all the automation that's going on. It's somewhere that everything comes through. So when we export that and then we can we can do that work for all the customers rather than have to duel themselves. Then you start to build those pictures and we start with a few different areas. But as we advance with those and start, see how people use them and start having that conversation customers about what data they want to use and how they want to use it, I think that's gonna be very possible. You know, it's so >>important. E think was laid out here nicely. That automation goes from a tactical solution to more strategic, but more and more how customers can leverage that data and be data driven. That's that's gonna drive them for it. And any good customer examples you have of the outcomes. No, you're talking to a lot of >>PS one from this morning. Yeah, >>so I mean, I'll be Esther up this morning, and I think that the numbers they used in the demo that she's like, you know, last year they did 100,000 from launch to the end of the year. 100,000 changes through their platform on this year so far that in a 1,000,000. So now you know, from my recollection, that's about the same time frame on either side of the year. So that's a pretty impressive acceleration. Side of things. We've had other ones where people have said, You know how many times you were telling some customers yesterday? What used to take eight hours to a D R test with 20 or 30 people in for the weekend now takes 12 minutes for two People on the base is just pushing a few buttons just as they go through and confirm everything worked that that type of you can't get away from that type of change. >>J. P. Morgan example yesterday was pretty compelling. I mean, time savings and people are, I mean, this legit times. I mean, we're talking serious order of magnitude, time savings. So that's awesome. Then I want to ask you guys, Next is we're seeing another pattern in the market where amongst your customer base, where it's the same problem being automated, allover the place so playbooks become kind of key as that starts to happen is that where the insights kind of comes in? Can you help us kind of tie that together? Because if I'm a large enterprise with its I'm decentralized or centralized, are organized problem getting more gear? I'm getting more clouds, game or operations. There's more surface area of stuff and certainly five g I ot is coming around the corner. Mention security. All this is expanding to be much more touchpoints. Automation seems to be the killer app for this automation, those mundane task, but also identifying new things, right? Can you guys comment on that? >>Yeah, so maybe I'll start rich. You could jump in, which is a little bit around, uh, particularly those large accounts where you have these different disparate teams taking a approach to automate something, using Ansel and then be able to repeat or reuse that somewhere else. The organization. So that idea of being for them to be able to curate they're automation content that they've created. Maybe they pulled something down from galaxy. Maybe they've got something from our automation husband. They've made it their own, and now they want to curate that and spread it across the organization to either obviously become more efficient, but also in four standards. That's where automation hub is going to come into play here. Not only will it be a repo for certify content from us and our partners, but it will also be an opportunity for them to curate their own content and share it across the organization. >>Yeah, I think when you tie those two things together and you've got that call discover abilities, I had away go and find what I want. And then the next day, the next day, after you've run the automation, you then got the nerve to say, Well, who's who's using the right corporate approved rolls? Who's using the same set of rolls from the team that builds the standards to make sure you're gonna compliant build again, showing the demo That's just admin has his way of doing it, puts the security baseline application on top and you go, Oh, okay, who's running that security baseline continuously every time. So you can both imposed the the security standards in the way the build works. But you can also validate that everybody is actually doing the security standards. >>You what I find fascinating about what you guys are doing, and I think this is came out clearly yesterday and you guys are talking about it. And some of the community conversations is a social construct here. Going on is that there's a cultural shift where the benefits that you guys are throwing off with the automation is creating a network effect within the companies. So it's not just having a slack channel on texting. The servers are up or down. It's much more of a tighter bond between the stakeholders inside the company's. Because you have people from different geography is you have champions driving change. And there's some solidarity happening between the groups of people, whether they're silo door decentralized. So there's a whole new social network, almost a cultural shift that's happening with the standardization of the substrate. Can you guys comment on this dynamic? Did you see this coming? You planning forward? Are you doubling down on it? >>I think so. And we talk about community right on how important that is. But how did you create that community internally and so ask balls like the catalyst so most teams don't actually need to understand in their current day jobs. Get on all the Dev ops, focus tools or the next generation. Then you bring answer because they want to automate, and suddenly they go. Okay, Now I need to understand source control, and it's honest and version. I need to understand how to get pulls a full request on this and so on and so forth on it changes that provides this off. The catalyst for them to focus on what changed they have to make about how they work, because what they wanted to do was something that requires them to do you no good disciplines and good behaviors that previously there was no motivation or need to do. I think >>Bart for Microsoft hit on that yesterday. You know, if you saw Bart Session but their network engineers having to get familiar with concepts of using automation almost like software development, life cycles right and starting to manage those things in repose. And think of it that way, which is intimidating at first for people who are not used to. But once they're over that kind of humping understand that the answer language itself is simple, and our operations person admin can use it. No problem, >>he said himself. Didn't my network engineers have become network developers. >>It's funny watching and talking to a bunch of customers. They all have their automation journey that they're going through. And I hear the Gamification I'm like, Okay, what if I have certain levels I have to reach in it unlocked capabilities, you know, in the community along the way. Maybe that could build a built in the future. >>Maybe it's swag based, you know, you >>get level C shows that nice work environment when you're not talking about the server's down on some slack channel when you're actually focusing on work. Yeah, so that mean that's the shift. That's what I'm saying, going >>firefighting to being able to >>do for throwing bombs. Yeah, wars. And the guy was going through this >>myself. Now you start a lot of the different team to the deaf teams and the ops teams. And I say it would be nice if these teams don't have to talk to complain about something that hadn't worked. It was Mexican figured it was just like I just like to talk to you because you're my friend. My colleague and I'd like to have a chat because everything's working because it's all automated, so it's consistent. It's repeatable. That's a nice, nice way. It can change the way that people get to interact because it's no longer only phoned me up when something's wrong. I think that absent an interesting dynamic >>on our survey, our customer base in our community before things one of the four things that came up was happier employees. Because if they're getting stuff done and more efficient, they have more time to actually self actualizing their job. That becomes an interesting It's not just a checkbox in some HR manual actually really impact. >>And I kind of think the customers we've heard talk rvs, gentlemen, this morning gave me a lot of the fear initially is, well, I automate myself out of a job, and what we've heard from everybody is that's not absolutely That's not actually true at all. It just allows them to do higher value things that, um or pro >>after that big data, that automation thing. That's ridiculous. >>I didn't use it yesterday. My little Joe Comet with that is when I tried to explain to my father what I do. Andi just said Well, in the 19 seventies, they said that computers you mean we'll do a two day week on? That hasn't come >>true. Trade your beeper and for a phone full of pots. But Richard, Thanks for coming on. Thanks for unpacking the ants. Full automation platforms with features. Congratulations. Great to see the progress. Thank you, Jonah. Everybody will be following you guys to Cuba. Coverage here in Atlanta, First Amendment Stevens for day two of cube coverage after this short break.

>> live from San Francisco celebrating 10 years of high tech coverage. It's the Cube covering Veum World 2019 brought to you by IBM Wear and its ecosystem partners. >> Welcome back to San Francisco. We continue our coverage here. Live on the Cube. 10th year John of covering Veum World This is 29 teens version John for John Wall's Got to have inside the Moscone Center. We're joined now by Varun Chabrol It was the vice president of marketing at Delhi M. C. Good to see you today. >> Thanks for having me. >> How's your week been? So far? >> It's been amazing. How can you don't get excited? All the innovation we're seeing this week >> we'll hear about some big announcements. Do you guys have made? And Moon Young Man Azzedine, who is the vice president of product marketing that for cloud security and works based solutions at Veum wear when you're good to see you. >> Good to see you again. You, By >> the way, you might be the busiest guy here. Yesterday, when you came into the set, you were coming in. Just spoken to 1300 people in a standing room only session You coming out? 500 folks, How many sessions have you done? The seven. So >> you don't count the the one on one with the analyst. And, uh, you know, the customers and partners and press. And tomorrow actually host ah 140 press media analyst on campus in Palo Alto from Asia Pacific because they float all the way from Asia >> plus 140. Yeah, it's a piece of cake. >> Yeah, hose them from 10 to 4. So, I mean, >> you're always smiling >> knowing that this is a pretty wide audience to whom you've been speaking. But just generally, what are you if there's a common thread at all about the kinds of questions that people are coming to you with, or or the concerns or maybe just the things they want to talk about being inspired. But what they're hearing here at the show, >> Okay. Now, according to two aspects of it, one obviously from analysts themselves, you know, they are actually have been very complimentary about the way we've taken our approach. I'm not sure if you could have paid attention. In the last couple of years, we've been talking especially the cloud side, the narrative, to be very much about use cases, solving problems. You know the key? No, we talked about hate my grade modernize. It wasn't about Hey, I've got the next big product here with all these features and capabilities. You do this and that. So we're gonna shifted out narrative. And it was very, you know, the the analyst across the boat. You know, we've been seeing an appreciative of the fact that you actually changing a narrative to be re compelling and we're gonna reflected. And we have some things here like Cloud City, where it's not a standard demo boot. It's a it's ah, Customers walk in and they touch and feel and see which we did it, Adele technology will, too. It's like, What's your business? Probably going through these applications. I'm sitting. I don't know if I should be modernizing them or should be migrating into Amazon. A ridge or so. So you know that narrative the analysts are appreciative off, and that reflects into the customer conversations I've been having in the briefings, like one on one with customers. They're really kind of lost us. D'oh! Hey, I've I'm working in this environment. There's a lot of pressure for me. Thio modernize my applications or go adopt my cloud. First strategy is where do I start? Where do I go? It's like, you know, there's a big pressure, so they just want clarity. I think in the end, everything we're gonna we're doing in our study that comes out obviously the buzzword for this weird world. It stanza, right? And, you know, >> we've won the product announcements was >> actually Brandon can Oh, yeah. Branding announcement, to be honest is yeah, because we're trying to bring together, as you know, in Tansy has landed in Bill Run Manage billed as in you know how our intent to acquire Pivotal Already acquired Big Tommy. How all our different acquisitions with different brand names are coming together to establish our bills portfolio again. The sphere. Everybody knows the sphere Project Pacific P ks. All of those create a good run time, environment and manageability like Adi manage with assets from ve Franta gain morbid Nami and you know it. So this multiple brands that are coming into this package off Iran. So we had a creative tan Xue too, you know, put forward statement together that yes is going to be 78 different brands coming into this, but going forward to stand. >> So so that's a great strategy on De Liam Seaside on Del Technology. Michael Dell was in here and I asked him. I said he could have been number one in everything you could. Let's talk about I'm number one in servers again. You kind of get on HP, little baby. But those air peace parts now. So we've got the cloud game. It's bringing despair it at parts together kind and making it coherent from a positioning standpoint and understandable and deployable. So you guys are going down there. That's your cloud strategy. Take a minute to explain that. >> Yeah, absolutely, John. So So what? What we've been doing. We announced this at Del Technologies will this year. But, you know, in the cloud infrastructure space, we're working very closely with the anywhere too tightly integrate our hardware solutions with their their cloud software. And we think that by combining these two in a tightly integrated joined engineer, jointly engineered solutions coupled with the service, is that you know, both of'em were and l e m c bring the customers we think we have. We're giving customers are very consistent experience both with their own premises, infrastructure with public cloud as well as with the edge cloud. And that's really what we're trying to do. That's what we've been building upon and uniting the announcements this week. You know, just just hopefully show customers that the sky's the limit, whether it's not just your infrastructure management. Also app development. Managing your APS both traditional and and cloud native. It's all here for And >> what's the big takeaway free from your standpoint that you'd like people to know about what's going on? Adele the emcee for the VM. Where relation. What's the big top item? >> Yeah, there's there's there's just so much good Doctor Wait forever drank the town about. If someone rises >> way, only have two hours >> time work. The most important thing that people should should know about it, >> you know, both deli M. C and V. M. R. I think, are very, very customer driven companies that we respond to customer feedback and we try to respond to them very fast. That's been true to our respective lifetimes and what we've done in the so that I think there's two broad areas of collaboration. One is in the cloud space, which is all about, you know, making sure that the the innovation that GM is bringing the market, we're providing that in a toy tightly integrated infrastructure solution. Right. So we announced from a deli in seaside support for Vienna, where p ks being deployed automatically on Vieques trail using VCF return. Our customers can you know, a lot of teams were telling us we have our developers and turning developers banging slash knocking on the door, saying we need to build a cloud. Native applications. You need to give us an environment that we can use. And you know, if if all righty, if these IittIe teams don't turn around and give them something relatively quickly Well, guess what? The developers will go somewhere else, right? Yeah, exactly. So And if you look at the kubernetes environment today, if you really look look at what the work that's required to set up kubernetes and ready infrastructure. So a lot of scripting a lot of manual, you know, work command line interface is testing stuff. And what what? V m r p k s does. And you know what times you will do as well is really makes it easy when we've taken that with the magic of the American Foundation sitting on top of the exhale to make it super easy for our customers to be able to deploy kubernetes ready infrastructure and then have it be ready for scale, right? And then the important thing here also is this is the same infrastructure of the expelling bcf that our customers are using for traditional applications as well, right? Trying to reduce that complexity. Give them the one platform. So this cloud, you know, we had we were doing the same integration on just with R A C I platform, but also with our best to breach storage or we're not working with the C f. And then we're also making investments on data protection like it's so important to be able to manage your data in this multi cloud world. We have applications sitting everywhere, data. We all know that it is a crown jewel. So >> it's really a king validating from the Vienna a point of view. How that works right is is about applications is about the infrastructure, and it's about the operation and it really kind of together as we talk about Han Xue p. K s is giving our customers that Chuy's off. You pick Cuban eighties, you know, environments, application choice. >> Um, >> it took us. Actually, we didn't We didn't arrive it in that order. Wait. Did it. In the outer off Infrastructure Plot Foundation is a critical piece of the joint engineering. But being aware and the Della Bella Technologies is really from aviary perspective. It took Locke Foundation, and that's the stack that runs in every public cloud. So, you know AWS as your G C P 4000 plus, you know, cloud provider partners. But Flat Foundation is a platform that was validated on. They'll take hardware and you know, that's the package. But now, as you see, we're lighting that it's same infrastructure up for traditional and culminated applications. >> I think the app sides important to point out, because if you could ve m wears heritage, you look at Dale's heritage. You had abs that ran on PCs absent, ran on servers, client server. And if you look at the fertilization that wasn't under the covers, apt an innovation that didn't require code changes. So that's the DNA that you guys have. Now, when you think about like cloud to point out which we've been riffing on that concept that's basically enterprise cloud mean donut. Hybrid cloud applications are gonna drive. The value on our premises is that they're going to be customer requirements that traditionally wouldn't have fit in the product. Marketing, management, featureless customs. Gonna define what they want. They'll build it, and then they'll dictate to the infrastructure to make it run. What? We can't do that yet. It'll be, Yes, we cannot be enabled to be dynamics. This is a a new cloud. 2.0, feature. This changes the complete game on suppliers >> completely agree. You know to your point, because, you know, you bring it thio back toward civilization. We've been going higher up the stack on So Day zero virtualization infrastructure will virtual eyes. So the line off abstraction has just been climbing from hardware retort realization next to like, you know, Pat platform of the service, and you kind of were working up our way down infrastructure. Now that base infrastructure platform looks like plants. Right? >> And there were times out a little bit over here. On the upside, you meet in the middle of >> it in the middle >> that is Hello, >> absolutely so ap and at middle wears shrinking down this way. Infrastructures. You know that the cloud incriminating stride in the middle to say, Well, that's a bit of, you know, infrastructure is a Kodak and pull. He's a bit of a AP AP eyes I can can I draw from And that's kind of nice future middleware. But our dad, I >> mean, I think applications air in charge, right? I mean, that's not sure That's the dynamic. That's the way it should be. But it never was that way before is basically the infrastructure was your gating factor. The network exact cloud two points Network security data. Yes, Dev Ops. A true Dev Ops Devane, Ops, Infrastructures Code. >> The only point I wanted to add is the reason the emphasis on abscess change acts in the past. Used to be a business support system after today is business. >> Yeah, I mean, it's >> really or you're you're gonna live or die based on the digital services you provide your customers. The other thing I was going to say about cloud 2.0, is that it's also becoming increasingly clear when we Dr customers that, um, customers are realizing Cloud is not a place right. There was this kind of cloud. One point it was okay. Big honking data centers, hyper skaters will be found now is that customers have gone through that process of and there's a lot more maturity in terms of understanding. What is good, better running on premises. What is what's better running in public Cloud? There's a place for both of them and that, um, and the cloud is actually the automation, the service delivery. It's Maurin operation and a way of being almost than a place. >> And what is it? Well, what does it do for you all? Then, in terms of challenge, especially at your teams, because you talk about all this customization, you're allowing the application to almost drive. You know, you're changing places in terms of who's the power of the relationship? Yes. Oh, me, yeah, How what? What does that do for you? Oh, in terms of how you approach that, how you change of mindset and how you change what you deliver? >> I think John, it's the way I think about it is that both daily emcee in Vienna, or any technology provider that's worth their salt is in the business of building platforms. Right? And platforms are essentially extensible. They're really they really provide a foundation that other people can innovate on top of it. And that's how I think you handled the customers issue. If one thing I think we can all agree on is that I t has always taught us there's no one size fits. All right? Right. So I think providing choice along every single dimension is super important for our >> customers. Yeah, I think that platform thing is a huge point. And I was gonna ask that question before John got jumped in because one of the things that you just brought up was platform is you guys have to build an enabling platform. One as suppliers. Okay, The successful cloud to point out cos are ones that are innovating in weird areas. Monitoring, for instance, they who will have thought that monitoring now observe ability would be such a massive, lucrative sector four. I pose M and A Why? Because it's data. It's instrumentation. This is operating system kind of thinking here is like network. So thinking like a platform on the supplier size one, the customers got to start thinking like a platform because their stakeholders air their internal developers or a P I shipping to suppliers. This is new for enterprises. This is news requires full hybrid capability. This requires date at the center of the value proposition. >> That's again the biggest value is business and I tr coming together on the area of applications and data. Yeah, that's starting up giving because the successful businesses are the ones who leveraged. Those guys have failed in the future, or the ones who don't pay attention to how critical applications are to the business logic and how critical data is to be able to mine and get the behavioral analytics to get ahead. And >> now the challenge in all this. But I'm learning and covering some of the public sector activity from the C I. A contract Jedi with Amazon to we had Raytheon Her here earlier is another customer example with another client is that procurement? And how they do business is not just a technical thing. There's like all this old legacy, things like, How do you procure technology, who you hire her and we hire developers? We build our own stack, so there's a lot of things going on. >> Yes, and you know, it's really interesting on the even on the procurement front, how our customers experience with Cloud has changed expectations, right, And that's really what we're doing with the McLaren DMC is what customers told us is, Hey, I love the agility of the cloud portal based access. Easy procurement. I love just being able to click a button and not have to navigate all this complexity. I need that for my own premises infrastructure. Imagine FRA structure. And that's, you know, in an example, while all of these dynamics are really all converging, >> well, if you can create abstraction, layer on a level of complexity and make things easy, simple and affordable, that's good business. Model >> one of our customers without taking the name right. The massive retailer you know they're spinning up, um, the retail outlets like crazy. They measure success in This was one truck roll, so they wanna have the entire infrastructure come into stand up one of the retail outlets in one truck roll. When everything comes in one button push that everything gets in a provision and up together. >> So that means I gotta have full software instrumentation automation Got intelligence. This is kind of where cloud 2.0, will lead us all >> likely. And that's expectation now that they go so fast and deploying this one Truck roll Hardware's there. Switch it on from the cloud it stood up and they're in operation 24 hours. >> Well, guys, we're going to get you on our power panels in our Palace of studio on this topic cloudy. But it's gonna be very aggressive and controversial topic because it's going to challenge the status quo. And that's really what this we're talking about >> that's in our DNA. >> And the good news is that that's more time with John. >> So as we before, we say so long, we've talked about clients. We talked about the folks you bet here. We talked about the presentation on this thing and what they're all getting out of it. What are you getting out of this? I mean, what are your takeaways? As you had back to your respective work orders, you get first. Okay? >> I think for me the biggest takeaway is just how incredibly vibrant via more user communities. I mean, it is unlike anything else I've seen before and now with the things like Project Pacific. I just feel like it's It's an opportunity for this community to be able to take the skills they have right now and actually go into this brave new world of containers with so much help forces having to do this all by yourself. Which means it's gonna be, you know, if you think about how largest community is, think about how much innovation this will spore in the container space and because of that in the application space and then because of that in business is I mean, this is a It just feels like a tipping point for me >> to me. Sure, I got high fives from every tech geek, you know, when we came out, you know, I also on our technical advisory boats for the company that these are the hot core geeks who were followed and you know us to the, you know, these were the fans and they were like, you know, they always kind of like if you walk out of them and you talk to them and they, uh how did it work? Because they my bar, you have a very high bar. They cut through all your marketing messaging. They go right to the hay. Is there meet in this And the high fives? I got the hajj. I got out. This is like, guys, you're nailing it. That's enough to tell me that a This is, like, 10 years ago. Yeah, that body. It's like you're so busy. I'm still smiling because the energy is I >> can't give you a hug. Give me a high five. Right. Good work, gentlemen. Thanks for the time. Always, he's still smiling to >> get you to a step. >> Good deal. Thanks for being with us. Thank you. Live on the Cube. 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