(music) >> From San Francisco, it's theCUBE. Covering Girls in Tech Catalyst Conference brought to you by Girls in Tech. >> Hey, welcome back everybody. Jeff Frick here with theCUBE. We're in downtown San Francisco at the Girls in Tech Catalyst event. Really great event, about 700 people, couple days. It's just a single track, a lot of presentations, about 20-minute presentations, by a bunch of female leaders telling their story, how did they get where they got. What advice could they give. And there's men, women here. They just brought in, I think, a busload of students. So it's a really great event. We're excited to be here and we're psyched for our next guest. She's Rashmi Kumar, the SVP Supply Chain and Procurement from McKesson, welcome. >> Hi, thank you Jeff. >> Absolutely, so you said you hadn't been to this event before. You keep trying to come, but things don't, keep getting in the way. So, what do you think, now that you're here? >> Absolutely, I'm so glad to be here. I'm so thankful to McKesson for being the lead sponsor of the event. I'm really excited to see the energy here. >> Yeah, so how did McKesson become the lead sponsor cause that's a really nice statement on the company to really get involved in something like Girls in Tech. >> Yeah, so McKesson is a company which is sitting at the intersection of healthcare. Guess what, it's something on which our lives depend on. But this is the industry which is most behind in technology. So we want to do everything to grow technology talent across the country in this space to enable better health care for our patients. >> Right. It's interesting, we talked before we turned the cameras on that there's still a huge talent gap. It's funny cause we go to a lot of shows and they talk about the machines are taking all the jobs and there's not going to be jobs for people. But, in fact, there's still a ton of jobs, there's still a ton of opportunity in tech. We still don't have enough people so we have to bring in women, we have to bring in other folks to help fill all these great opportunities. >> Yeah, absolutely. When we talk about machine and AI, we are not talking about pure AI taking away the job. It will be enabling human being to do better job and will improve our quality of life. Who will build those machines, though? You need technologists, we need technologists who will build that machine and we are here to grow ourselves and grow our people. Sitting where I am at SVP of Supply Chain role, all the commerce is moving from store front to e-commerce. That is run by programs and technologies and there are jobs in warehouses for people to enable the e-commerce but how do we build those platforms that will enable our patients to get their medication at their doorsteps and not have to go run from pharmacy to pharmacy to find it. We need technologists for it. >> It's interesting because supply chain's been automized for a long time and early days of tech innovation where is was ERP and SAP. So what lessons can you tell from procurement that now we see in more customer-facing and direct-to-consumer tech involvement? Because you still have people, you still there's a lot of automation in procurement, but you still have a lot of things for people to do. >> Yeah, so as the supply chain was more business-to-business we were focused on the customer experience of for, say, pharmacists or the experience of a person who was working on the warehouse floor. And we didn't worry about it, the gray screens, green screens, whatever we put. Now you think about an autonomous car or you think about a drone delivering medicine... You need to give the interaction to every person which enables them to consume those services. This whole field of human computer interaction is new. >> [Jeff} Yeah. >> Machines will run the cars and we don't have to drive it. How I interact with it, somebody needs to define it and then tweak it and grow it. That's also another point about all technology and digital product. You can pivot and change and bring in new functionality, satisfy human consumerization of technologies, changing human needs to interact with technology as well. And we need all kinds of people, from all backgrounds because diversity brings in diverse thinking, which brings in better products. >> Yeah, it does. It's not only the right thing to do, but it actually delivers much better results and bottom line. So you're here, you're running a workshop today. So tell us a little bit about the workshop that you're running. >> Yeah, so the workshop, my topic is make your pitch perfect, which is around the whole topic of elevator pitch. But because it's Girls in Tech Conference, we women want to be 200% sure that we are good to do a job and we don't branch out to highlight the work that we are doing already. Which could get us in that next position. So, how as a professional we should interact with not only our managers and peers, but other leaders within the company. Maybe other leaders across my industry as well as in technology and impress them with what I can do so that we leave a lasting impression on the peson's mind and when he or she is looking for a role, for a person for a role, they think of the girls who are here >> Right. >> Training these two days. This is just kind of the icing on the cake. >> So what are some of the tips and tricks for the people that didn't make the conference that you help them with? Are there some common errors that people make over and over and over that you're trying to tell them not to do? Are there a couple little guideposts that you can help them to get their pitch down? Is it the timing? Is it the focus? Is it the way it's structured? What are some of the things you share with them? >> Absolutely. So HBR did an article on elevator pitch for elevator pitch. (Jeff laughing) >> I've got to see that one. >> That means that that we leave lot of interactions on the table because when we are riding in elevator, riding in train or just sitting at a bar we don't take the opportunity to open up that conversation so we'll be focusing on that a little bit. And then also talking about, as you define your individual pitch think about your own passion, your own skill and where does it fit with some companies' or some projects' need? At that intersection lies the sweet spot for that person and how they hone and how they really practice it and have it handy and available to say it when the time comes, right? So that's the main kind of gist of the workshop. >> Well, and it's an interesting concept, too, because we go to a lot of conferences and one of the great values of conferences if you're exhibiting is you get to practice your pitch with a whole bunch of people over a really short period of time and hone it so it's an interesting concept to take advantage of those opportunities maybe if they're not even great ones but just to get the reps in, just to see what resonates, what do people listen to, what do they grab? >> Right, so they will do a practice. >> Right, right. >> Think about what their skill, what they're passion about, what does the place where they want to go need and see the intersection. And maybe the places they're thinking of might not fit their passion and skill but they're just enamored with that place so it also kind of gives them some toolbox to think ahead of time around how to plan their careers. >> All right, well, important work and again, thank you for your sponsorship of the conference. It's really important and it's a great, great statement on McKesson. >> Thank you. >> All right. She's Rashmi. I'm Jeff. We are at Girls in Tech Catalyst 2018, downtown San Francisco. Thanks for watching. >> Thank you. (music)

(music) >> From San Francisco, it's theCUBE. Covering Girls in Tech Catalyst Conference brought to you by Girls in Tech. >> Hey, welcome back everybody. Jeff Frick here with theCUBE. We're in downtown San Francisco at the Girls in Tech Catalyst event. Really great event, about 700 people, couple days. It's just a single track, a lot of presentations, about 20-minute presentations, by a bunch of female leaders telling their story, how did they get where they got. What advice could they give. And there's men, women here. They just brought in, I think, a busload of students. So it's a really great event. We're excited to be here and we're psyched for our next guest. She's Rashmi Kumar, the SVP Supply Chain and Procurement from McKesson, welcome. >> Hi, thank you Jeff. >> Absolutely, so you said you hadn't been to this event before. You keep trying to come, but things don't, keep getting in the way. So, what do you think, now that you're here? >> Absolutely, I'm so glad to be here. I'm so thankful to McKesson for being the lead sponsor of the event. I'm really excited to see the energy here. >> Yeah, so how did McKesson become the lead sponsor cause that's a really nice statement on the company to really get involved in something like Girls in Tech. >> Yeah, so McKesson is a company which is sitting at the intersection of healthcare. Guess what, it's something on which our lives depend on. But this is the industry which is most behind in technology. So we want to do everything to grow technology talent across the country in this space to enable better health care for our patients. >> Right. It's interesting, we talked before we turned the cameras on that there's still a huge talent gap. It's funny cause we go to a lot of shows and they talk about the machines are taking all the jobs and there's not going to be jobs for people. But, in fact, there's still a ton of jobs, there's still a ton of opportunity in tech. We still don't have enough people so we have to bring in women, we have to bring in other folks to help fill all these great opportunities. >> Yeah, absolutely. When we talk about machine and AI, we are not talking about pure AI taking away the job. It will be enabling human being to do better job and will improve our quality of life. Who will build those machines, though? You need technologists, we need technologists who will build that machine and we are here to grow ourselves and grow our people. Sitting where I am at SVP of Supply Chain role, all the commerce is moving from store front to e-commerce. That is run by programs and technologies and there are jobs in warehouses for people to enable the e-commerce but how do we build those platforms that will enable our patients to get their medication at their doorsteps and not have to go run from pharmacy to pharmacy to find it. We need technologists for it. >> It's interesting because supply chain's been automized for a long time and early days of tech innovation where is was ERP and SAP. So what lessons can you tell from procurement that now we see in more customer-facing and direct-to-consumer tech involvement? Because you still have people, you still there's a lot of automation in procurement, but you still have a lot of things for people to do. >> Yeah, so as the supply chain was more business-to-business we were focused on the customer experience of for, say, pharmacists or the experience of a person who was working on the warehouse floor. And we didn't worry about it, the gray screens, green screens, whatever we put. Now you think about an autonomous car or you think about a drone delivering medicine... You need to give the interaction to every person which enables them to consume those services. This whole field of human computer interaction is new. >> [Jeff} Yeah. >> Machines will run the cars and we don't have to drive it. How I interact with it, somebody needs to define it and then tweak it and grow it. That's also another point about all technology and digital product. You can pivot and change and bring in new functionality, satisfy human consumerization of technologies, changing human needs to interact with technology as well. And we need all kinds of people, from all backgrounds because diversity brings in diverse thinking, which brings in better products. >> Yeah, it does. It's not only the right thing to do, but it actually delivers much better results and bottom line. So you're here, you're running a workshop today. So tell us a little bit about the workshop that you're running. >> Yeah, so the workshop, my topic is make your pitch perfect, which is around the whole topic of elevator pitch. But because it's Girls in Tech Conference, we women want to be 200% sure that we are good to do a job and we don't branch out to highlight the work that we are doing already. Which could get us in that next position. So, how as a professional we should interact with not only our managers and peers, but other leaders within the company. Maybe other leaders across my industry as well as in technology and impress them with what I can do so that we leave a lasting impression on the peson's mind and when he or she is looking for a role, for a person for a role, they think of the girls who are here >> Right. >> Training these two days. This is just kind of the icing on the cake. >> So what are some of the tips and tricks for the people that didn't make the conference that you help them with? Are there some common errors that people make over and over and over that you're trying to tell them not to do? Are there a couple little guideposts that you can help them to get their pitch down? Is it the timing? Is it the focus? Is it the way it's structured? What are some of the things you share with them? >> Absolutely. So HBR did an article on elevator pitch for elevator pitch. (Jeff laughing) >> I've got to see that one. >> That means that that we leave lot of interactions on the table because when we are riding in elevator, riding in train or just sitting at a bar we don't take the opportunity to open up that conversation so we'll be focusing on that a little bit. And then also talking about, as you define your individual pitch think about your own passion, your own skill and where does it fit with some companies' or some projects' need? At that intersection lies the sweet spot for that person and how they hone and how they really practice it and have it handy and available to say it when the time comes, right? So that's the main kind of gist of the workshop. >> Well, and it's an interesting concept, too, because we go to a lot of conferences and one of the great values of conferences if you're exhibiting is you get to practice your pitch with a whole bunch of people over a really short period of time and hone it so it's an interesting concept to take advantage of those opportunities maybe if they're not even great ones but just to get the reps in, just to see what resonates, what do people listen to, what do they grab? >> Right, so they will do a practice. >> Right, right. >> Think about what their skill, what they're passion about, what does the place where they want to go need and see the intersection. And maybe the places they're thinking of might not fit their passion and skill but they're just enamored with that place so it also kind of gives them some toolbox to think ahead of time around how to plan their careers. >> All right, well, important work and again, thank you for your sponsorship of the conference. It's really important and it's a great, great statement on McKesson. >> Thank you. >> All right. She's Rashmi. I'm Jeff. We are at Girls in Tech Catalyst 2018, downtown San Francisco. Thanks for watching. >> Thank you. (music)

>> Narrator: From around the globe, it's the CUBE with digital coverage of IBM Think 2021, brought to you by IBM. >> Welcome back to IBM Think 2021. My name is Dave Vellante. And I'm pleased to welcome onto the CUBE, our next guest, Michael Perera, who is the general manager for IBM Technology Support Services. Hello Michael, good to see you. >> Hi Dave, how are you? Thanks for having me. >> Yeah, my pleasure. Look, everybody wants to talk about transformation. And we're going to talk about how to do that while at the same time running your business. So Michael, talk about some of the challenges that businesses are facing today, they got to keep the lights on, they got to deal with remote workers, they got to continue to bring new products and services, they're dealing with cloud migration, they got new security that has to worry about endpoint and identifying their own workers in a different way. Budget serves are depressed are numbers, you know, our numbers between four minus four minus 5% last year, we're seeing a big uptick this year. But you guys TSS right in the middle of all that, what are you seeing? >> Yeah, so we're kind of in the boiler room, so to speak, supporting our clients across the board, hardware, software, and everything else, and ultimately ensuring that our clients keep the lights on, while they also transform as we go forward. You know, for me, the last year has really just accelerated with the pandemic, all of the challenges. And it really brought shining light on those challenges that you just mentioned, that all of our clients are trying to deal with, you know, not just how do they keep the lights on? But how do they transform at the same time, this world of hybrid cloud? And what do they choose to keep versus what do they move? How do they integrate those things together? How do they carve out budget, as well as time in order to make all those things happen, which those are generally conflicting forces of the universe. And then, you know, on top of all that, you take COVID, and the pandemic and the shift from many of our clients 100% face to face to 100% remote, almost overnight, from 80% face to face, 20% digital sales model to the reverse almost overnight. Our retail clients, many of which in May had transaction numbers far exceeding Cyber Monday and Black Friday, not something that they plan for, but they need to be able to adapt to it. And for it, while minimizing everything that they've known historically, right, which is counting on lower volumes at certain points in time of the month, or of the year. And all of that adds up to just a tremendous number of challenges for the infrastructure of our clients. We've jumped in, you know, arm and arm with them, being able to answer things like how do we help their teams who no longer have physical access to a site, be able to go and fix things when vendors are not allowed. So leveraging technology, like augmented reality, as an example, gaining visibility into those environments to avoid outages ahead of time based on these huge peaks that they hadn't expected or seen before. And then also bringing up brand new digital services, and what does that mean to the broader infrastructure and how they extend it and expand it in a way that is constrained physically and from an access perspective. So definitely an exciting time to say the least. And it's we've been weaving and bobbing and dodging and sprinting with our clients along the way. >> Well, let's talk about (murmurs), 'cause you had this tight budget climate that we both talked about. And it had basic infrastructure, you had to buy laptops, you know, secure the endpoints, maybe spin up some VDI and do some things that I hadn't planned on, and maybe, you know, HQ, maybe there's pent up demand there. I'd be interested in your thoughts, and maybe it's been sort of, you know, neglected over the past 12-14 months. And then I've got this, you know, we talked about digital transformation, pre pandemic. And, you know, there was some movement, of course, but there was also a lot of complacency. And then he had this forced march to digital, and it wasn't planned at all, it wasn't planned for, it wasn't strategic, it was just like, go. So what do you tell clients who are facing those budget pressures, they still got to get stuff done. And they really need to rethink or think through their cloud and digital transformation strategy. What's that conversation like? >> Well, the first part is we can help and we can help very clearly by saving them 30% on average on their IT spend in terms of maintenance. So we've done in conjunction with Forrester, we've done a study of almost 300 of our clients over the last year and 30% is the number that they have spent. And that's 30% opex, straight to the bottom line or straight to reinvest directly back into their business. So it's companies like McKesson, who's a health care services provider, who's been swamped, distributing COVID vaccines across the US and enabling them to scale on IBM Power and storage along with Cisco Networking, software, including Linux, what they do around hard drive retentions, as they're swapping things in and out and expanding in order to meet regulatory requirements. It's Vodafone in New Zealand, adding 3000 network devices due to increased traffic from COVID, where we could save them 20% right off the bat as part of our overall umbrella maintenance agreement and being the single point of contact for them. It's Banco Santader in Chile, who have their own custom branch infrastructure and giving them anywhere between the two to 24 hour response time, depending on the location, the ones that are in the Andes takes a little bit more time to get there sometime by helicopter versus road, but nonetheless, you know, providing that kind of support. So those are the types of things that, you know, we've been seeing and how we've been helping our clients, they take that money reinvest it back in, but also, they start to work better and smarter as they go. So, you know, we've also introduced a cloud based support insights platform, which has helped clients like Maple Leaf Foods in Canada give them access and visibility into what is their network look like? What are the devices that they've got? Where do they have security vulnerabilities and in identifying hardware and software bugs. So giving them the ability to work smarter, so that they can also not just save on opex and the money that they're paying somebody else for maintenance, but also so that they can put their resources to work more efficiently and as a result, be able to go spend more time on other things? >> So I want to double click on that. So you know, this gain sharing idea. Does IT get any of that? Or does it all go back to the CFO? In other words, you know, can they reinvest that in in technology? Or is it part of that? What are you seeing there is that pie in the sky thinking the CIO is going to be able to take that game share? >> No, I don't think it's pie in the sky at all. CIOs, in my experience, have a budget, right, and they're responsible and have control of that budget. So if they can clear headroom from that existing budget, an opex of which maintenance is a big piece of that then, you know, generally, that's their money, so to speak, to go spend on other places and redirect that investment so that as you're reporting to the CFO, then that numbers ultimately still tie back to whatever their budget is. >> So where are they spending those dollars? I mean, are there any patterns that you're discerning in terms of how they're applying them? I mean, people always say, we're going to shift it to more strategic areas. What specifically does that mean? >> Well, so you know, we're seeing a number of places which are not, you know, unique, to say the least when you look at security, as one example, if you look at move to public cloud, for certain workloads, as another enterprise agility is a third, resiliency is another. So those tend to be the top areas that we're seeing clients prioritizing, and in taking those savings that they get from working with us and then applying them other places from a technology perspective. But then you also have the workforce aspect, and where are they investing and work play safety is one training skills being another and then ultimately, employee engagement and satisfaction is the third. >> Now this might be a little bit out of your swim lane, but because you're in the boiler room, I'm going to ask I mean, when we talked about organizations, you know, shifting the focus of their teams to these more strategic initiatives to really try to get differentiation and build moats that a lot of times, there's skills gaps, so how are clients dealing with that challenge? >> Also, there's a couple of things that we're participating and co-creating with our clients on. So one of them is you're right there based on that skills gap. Training is one aspect. But you can also leverage technology in order to fill some of those skills gaps around technology, somewhat ironic. So open source as an example, and looking at what open source packages are compatible or not compatible. And people who have not necessarily spent a lot of time in open source may spend a ton of time trying to debug something which is just a matter of a mismatch on packages from different open source runtimes as an example, so that's one where we've got assets that we've developed that holds a full library of those interoperability between open source packages. Vulnerabilities is another one where, if you're highly skilled, you know where to go to find those vulnerabilities, you understand how to assess them, you understand which ones are important or which ones are not important. But if you're not, then having something that you can go use as a quick guide is can be very valuable. And again, another asset that that we've developed, and it's enabled clients to move very quickly and bring brand new applications to market. So as an example, National Telecom in Thailand who have developed an application for specifically for the COVID pandemic, based on open source in order to attract COVID testing and vaccine status for tourists, and essential personnel, all built on open source, given the critical nature of it, they needed it supported in a way that they could get immediate responses and fixes, not something that they have the skills to do on their own. So we ended up partnering them in order to do just that. >> Okay, so the training piece, you're teaching them to fish, and then you're automating the catch where possible. So let's talk about getting a lot of talk about cloud, public cloud, OnPrem, cross cloud, edge. I'm interested in hearing more about the integration challenges, the more this universe grows, the more complex it gets across all these locations. How are you helping clients address these integration challenges? >> Yeah, so, you know, I think that the ultimate promise of cloud was, oh, you just put it all in the cloud. And poof, everything magically happens. But the reality is, only 20% of the workloads are sitting in the cloud, which means 80% of them are sitting somewhere else. And the vast majority of those workloads need to interact together. And you can ask yourself, so why is it only 20%? And there's a litany of reasons why ranging from security to integration with data sources, regulatory requirements, which is why we IBM released the financial services, public cloud in order to deal with that for our clients and with ISVs. End to end visibility and scalability. So how do I know where the bottlenecks are? How do I know where the problem point was, and an end to end application that's built of microservices that are running all over the place, architectural flexibility and complexity across multiple vendors. So if I've got all of these moving parts from all of these different OEMs, or sources, how do I actually get support and know which part is broken? And who to call and when to call? And then, you know, ultimately, it boils down to skills, which we talked about before and time and money. So, again, you know, for us this is about taking the holistic approach, a heterogeneous approach, a hybrid approach, if you will, and being able to provide our clients with the end to end support for that hybrid environment. >> Alright, last question, big question. But we're not much time but, you know, the, we call it the new abnormal, look, bring out your telescope. We're not going back. Where are we going? What do you see? >> Well, so I agree 100%, that we're not going back. And the pandemic has certainly done nothing to change that perspective. In fact, it's just accelerated it from my point of view. And it's true in the adoption, and more acceptance, really, of digital everything compared to where it was. We see it today all the time with clients who may have been hesitant in remote support as an example. But now they're embracing it with arms wide open, areas where they would have asked for us to provide technical personnel to come in and fix something. Now, because of access to data centers or unlimited access to data centers, we're supporting them remotely leveraging augmented reality, and they're using their own people, we ship the parts, they use your own people, we walk them through it. And in doing all that, we've actually seen our industry leading Net Promoter Score go up, which is somewhat counterintuitive, because historically, without a pandemic, you would have thought, if we would have tried to push that type of technology on clients who are not really ready for it or accepting, our Net Promoter Scores would have gone the other direction. But you know, in practice, they're already outpacing industry by 20 points, and they've actually been going up significantly over the last few years time. So for us, this is about embracing digital, it's about embracing the hybrid cloud and hybrid environments. It's about partnering with our clients in order to give them what they need and when they need it and be flexible and agile along the way to help them scale so definitely an exciting time no doubt of where we are as well as where we're going. >> Love the story, Michael, I miss bread and butter. You know, maybe you guys don't get a lot of the headlines, I guess unless something goes wrong but so you don't get a lot of headlines. That's good news. But congratulations by the way on the NPS. That's awesome. And thanks for coming on the CUBE. >> Great, thanks for having me Dave. >> You're welcome, and thank you for watching everybody. Keep it right there for more great content from IBM Think 2021. This is Dave Vellante for the CUBE. (gentle music) (bright music)

(bright music) >> Narrator: From around the globe, it's the CUBE with digital coverage of IBM Think 2021, brought to you by IBM. >> Welcome back to IBM Think 2021. My name is Dave Vellante. And I'm pleased to welcome onto the CUBE, our next guest, Michael Perera, who is the general manager for IBM Technology Support Services. Hello Michael, good to see you. >> Hi Dave, how are you? Thanks for having me. >> Yeah, my pleasure. Look, everybody wants to talk about transformation. And we're going to talk about how to do that while at the same time running your business. So Michael, talk about some of the challenges that businesses are facing today, they got to keep the lights on, they got to deal with remote workers, they got to continue to bring new products and services, they're dealing with cloud migration, they got new security that has to worry about endpoint and identifying their own workers in a different way. Budget serves are depressed are numbers, you know, our numbers between four minus four minus 5% last year, we're seeing a big uptick this year. But you guys TSS right in the middle of all that, what are you seeing? >> Yeah, so we're kind of in the boiler room, so to speak, supporting our clients across the board, hardware, software, and everything else, and ultimately ensuring that our clients keep the lights on, while they also transform as we go forward. You know, for me, the last year has really just accelerated with the pandemic, all of the challenges. And it really brought shining light on those challenges that you just mentioned, that all of our clients are trying to deal with, you know, not just how do they keep the lights on? But how do they transform at the same time, this world of hybrid cloud? And what do they choose to keep versus what do they move? How do they integrate those things together? How do they carve out budget, as well as time in order to make all those things happen, which those are generally conflicting forces of the universe. And then, you know, on top of all that, you take COVID, and the pandemic and the shift from many of our clients 100% face to face to 100% remote, almost overnight, from 80% face to face, 20% digital sales model to the reverse almost overnight. Our retail clients, many of which in May had transaction numbers far exceeding Cyber Monday and Black Friday, not something that they plan for, but they need to be able to adapt to it. And for it, while minimizing everything that they've known historically, right, which is counting on lower volumes at certain points in time of the month, or of the year. And all of that adds up to just a tremendous number of challenges for the infrastructure of our clients. We've jumped in, you know, arm and arm with them, being able to answer things like how do we help their teams who no longer have physical access to a site, be able to go and fix things when vendors are not allowed. So leveraging technology, like augmented reality, as an example, gaining visibility into those environments to avoid outages ahead of time based on these huge peaks that they hadn't expected or seen before. And then also bringing up brand new digital services, and what does that mean to the broader infrastructure and how they extend it and expand it in a way that is constrained physically and from an access perspective. So definitely an exciting time to say the least. And it's we've been weaving and bobbing and dodging and sprinting with our clients along the way. >> Well, let's talk about (murmurs), 'cause you had this tight budget climate that we both talked about. And it had basic infrastructure, you had to buy laptops, you know, secure the endpoints, maybe spin up some VDI and do some things that I hadn't planned on, and maybe, you know, HQ, maybe there's pent up demand there. I'd be interested in your thoughts, and maybe it's been sort of, you know, neglected over the past 12-14 months. And then I've got this, you know, we talked about digital transformation, pre pandemic. And, you know, there was some movement, of course, but there was also a lot of complacency. And then he had this forced march to digital, and it wasn't planned at all, it wasn't planned for, it wasn't strategic, it was just like, go. So what do you tell clients who are facing those budget pressures, they still got to get stuff done. And they really need to rethink or think through their cloud and digital transformation strategy. What's that conversation like? >> Well, the first part is we can help and we can help very clearly by saving them 30% on average on their IT spend in terms of maintenance. So we've done in conjunction with Forrester, we've done a study of almost 300 of our clients over the last year and 30% is the number that they have spent. And that's 30% opex, straight to the bottom line or straight to reinvest directly back into their business. So it's companies like McKesson, who's a health care services provider, who's been swamped, distributing COVID vaccines across the US and enabling them to scale on IBM Power and storage along with Cisco Networking, software, including Linux, what they do around hard drive retentions, as they're swapping things in and out and expanding in order to meet regulatory requirements. It's Vodafone in New Zealand, adding 3000 network devices due to increased traffic from COVID, where we could save them 20% right off the bat as part of our overall umbrella maintenance agreement and being the single point of contact for them. It's Banco Santader in Chile, who have their own custom branch infrastructure and giving them anywhere between the two to 24 hour response time, depending on the location, the ones that are in the Andes takes a little bit more time to get there sometime by helicopter versus road, but nonetheless, you know, providing that kind of support. So those are the types of things that, you know, we've been seeing and how we've been helping our clients, they take that money reinvest it back in, but also, they start to work better and smarter as they go. So, you know, we've also introduced a cloud based support insights platform, which has helped clients like Maple Leaf Foods in Canada give them access and visibility into what is their network look like? What are the devices that they've got? Where do they have security vulnerabilities and in identifying hardware and software bugs. So giving them the ability to work smarter, so that they can also not just save on opex and the money that they're paying somebody else for maintenance, but also so that they can put their resources to work more efficiently and as a result, be able to go spend more time on other things? >> So I want to double click on that. So you know, this gain sharing idea. Does IT get any of that? Or does it all go back to the CFO? In other words, you know, can they reinvest that in in technology? Or is it part of that? What are you seeing there is that pie in the sky thinking the CIO is going to be able to take that game share? >> No, I don't think it's pie in the sky at all. CIOs, in my experience, have a budget, right, and they're responsible and have control of that budget. So if they can clear headroom from that existing budget, an opex of which maintenance is a big piece of that then, you know, generally, that's their money, so to speak, to go spend on other places and redirect that investment so that as you're reporting to the CFO, then that numbers ultimately still tie back to whatever their budget is. >> So where are they spending those dollars? I mean, are there any patterns that you're discerning in terms of how they're applying them? I mean, people always say, we're going to shift it to more strategic areas. What specifically does that mean? >> Well, so you know, we're seeing a number of places which are not, you know, unique, to say the least when you look at security, as one example, if you look at move to public cloud, for certain workloads, as another enterprise agility is a third, resiliency is another. So those tend to be the top areas that we're seeing clients prioritizing, and in taking those savings that they get from working with us and then applying them other places from a technology perspective. But then you also have the workforce aspect, and where are they investing and work play safety is one training skills being another and then ultimately, employee engagement and satisfaction is the third. >> Now this might be a little bit out of your swim lane, but because you're in the boiler room, I'm going to ask I mean, when we talked about organizations, you know, shifting the focus of their teams to these more strategic initiatives to really try to get differentiation and build moats that a lot of times, there's skills gaps, so how are clients dealing with that challenge? >> Also, there's a couple of things that we're participating and co-creating with our clients on. So one of them is you're right there based on that skills gap. Training is one aspect. But you can also leverage technology in order to fill some of those skills gaps around technology, somewhat ironic. So open source as an example, and looking at what open source packages are compatible or not compatible. And people who have not necessarily spent a lot of time in open source may spend a ton of time trying to debug something which is just a matter of a mismatch on packages from different open source runtimes as an example, so that's one where we've got assets that we've developed that holds a full library of those interoperability between open source packages. Vulnerabilities is another one where, if you're highly skilled, you know where to go to find those vulnerabilities, you understand how to assess them, you understand which ones are important or which ones are not important. But if you're not, then having something that you can go use as a quick guide is can be very valuable. And again, another asset that that we've developed, and it's enabled clients to move very quickly and bring brand new applications to market. So as an example, National Telecom in Thailand who have developed an application for specifically for the COVID pandemic, based on open source in order to attract COVID testing and vaccine status for tourists, and essential personnel, all built on open source, given the critical nature of it, they needed it supported in a way that they could get immediate responses and fixes, not something that they have the skills to do on their own. So we ended up partnering them in order to do just that. >> Okay, so the training piece, you're teaching them to fish, and then you're automating the catch where possible. So let's talk about getting a lot of talk about cloud, public cloud, OnPrem, cross cloud, edge. I'm interested in hearing more about the integration challenges, the more this universe grows, the more complex it gets across all these locations. How are you helping clients address these integration challenges? >> Yeah, so, you know, I think that the ultimate promise of cloud was, oh, you just put it all in the cloud. And poof, everything magically happens. But the reality is, only 20% of the workloads are sitting in the cloud, which means 80% of them are sitting somewhere else. And the vast majority of those workloads need to interact together. And you can ask yourself, so why is it only 20%? And there's a litany of reasons why ranging from security to integration with data sources, regulatory requirements, which is why we IBM released the financial services, public cloud in order to deal with that for our clients and with ISVs. End to end visibility and scalability. So how do I know where the bottlenecks are? How do I know where the problem point was, and an end to end application that's built of microservices that are running all over the place, architectural flexibility and complexity across multiple vendors. So if I've got all of these moving parts from all of these different OEMs, or sources, how do I actually get support and know which part is broken? And who to call and when to call? And then, you know, ultimately, it boils down to skills, which we talked about before and time and money. So, again, you know, for us this is about taking the holistic approach, a heterogeneous approach, a hybrid approach, if you will, and being able to provide our clients with the end to end support for that hybrid environment. >> Alright, last question, big question. But we're not much time but, you know, the, we call it the new abnormal, look, bring out your telescope. We're not going back. Where are we going? What do you see? >> Well, so I agree 100%, that we're not going back. And the pandemic has certainly done nothing to change that perspective. In fact, it's just accelerated it from my point of view. And it's true in the adoption, and more acceptance, really, of digital everything compared to where it was. We see it today all the time with clients who may have been hesitant in remote support as an example. But now they're embracing it with arms wide open, areas where they would have asked for us to provide technical personnel to come in and fix something. Now, because of access to data centers or unlimited access to data centers, we're supporting them remotely leveraging augmented reality, and they're using their own people, we ship the parts, they use your own people, we walk them through it. And in doing all that, we've actually seen our industry leading Net Promoter Score go up, which is somewhat counterintuitive, because historically, without a pandemic, you would have thought, if we would have tried to push that type of technology on clients who are not really ready for it or accepting, our Net Promoter Scores would have gone the other direction. But you know, in practice, they're already outpacing industry by 20 points, and they've actually been going up significantly over the last few years time. So for us, this is about embracing digital, it's about embracing the hybrid cloud and hybrid environments. It's about partnering with our clients in order to give them what they need and when they need it and be flexible and agile along the way to help them scale so definitely an exciting time no doubt of where we are as well as where we're going. >> Love the story, Michael, I miss bread and butter. You know, maybe you guys don't get a lot of the headlines, I guess unless something goes wrong but so you don't get a lot of headlines. That's good news. But congratulations by the way on the NPS. That's awesome. And thanks for coming on the CUBE. >> Great, thanks for having me Dave. >> You're welcome, and thank you for watching everybody. Keep it right there for more great content from IBM Think 2021. This is Dave Vellante for the CUBE. 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>>Hi, everyone. And thanks for joining us today for our session on the 2020 Data Drivers Award winners. I'm excited to be here today with you. I'm a lease. Bergeron, vice president, product marketing for snowflake. Thes rewards are intended to recognize companies and individuals for using snowflakes, data cloud to drive innovation and impact in their organizations. Before we start our conversations, I want to quickly congratulate all of our award winners. First in the business awards are data driver of the year is Cisco. Our machine learning master is you Nipper, Our data sharing leader is Rakuten. Our data application of the year is observed and our data for good award goes to door dash for the individual and team awards. We first have the cost. Jane, Chief Digital officer of Paccar. We have a militiamen, director of cybersecurity and data science winning our data science Manager of the Year award at Comcast for a date. A pioneer of the year. We have Faisal KP, who's our senior manager of enterprise data Services at Pizza Hut. And lastly, we have our best data team going to McKesson, led by Jimmy Herff Data and Analytics platform leader Huge congratulations to all of these winners. It was very difficult to pick them amongst amazing set of nominations. So now let's dive into our conversations. We'll start with the data driver of the year. Representing Cisco today is Robbie. I'm a month do director data platform, data and analytics. >>Let me welcome everybody to the wonderful. Within a few years before Cisco used to be a company, you know, in making the decisions partly with the data and partly with the cuts. Because, you know, the data is told in multiple places the trading is not done right and things like that. So we, you know, really understood it. You know what was a challenge in the organism? By then we defined the data strategy on we put in a few plants in place, and it is working very well. But what is more important is basically how we provide the data towards data scientists and the data community in Cisco. I'm making them available in a highly available scalable on the elastic platforms. That's where you know, snowflake came into picture really very well for arrest, along with the other data strategies that we have had in place more importantly, data. Democratization was a key. You know, you along with the simplification, something technologies involved in the past. Our clients need to be worrying, laudable the technologies involved, you know, for example, we used to manage her before we make it. Snowflake Andi Snowflake, in a solve all of these problems for us with the ease on it. Really helping enabling a data data given ordinances in our >>system. In the data sharing leaders category, Rockhampton was our winner. We have mark staying trigger VP of analytics here to share their story. I >>wanna thank Snowflake for the award, and it's an honor to be a today. The ease of use of snowflake has allowed projects to move forward innovation to move forward in a way that it simply couldn't have done on old Duke systems or or or other platforms. And I think the truth the same is true for us on a lot of the similar topics, but also in the data sharing space, data sharing is a part off innovation. Like I think, most of the tech companies we work with certainly are business partners, merchants, but also with a range of other service providers and other technology vendors, um on other companies that we strategically share data with 2 May benefit of their service or thio to allow data modeling or advanced data collaboration or strategic business deals using the data and evaluated with the data on. But I think if you look Greece snowflake, you would see a lot of time and effort money going to just establishing that data connection that often involved substantial investments in technology data pipelines, risk evaluation, hashing, encrypt encryption. Security on what we found with snowflakes sharing functionality is that we can not eliminate those concerns, but that the technology just supports the ability to share data securely easily, quickly in a way that we could never do >>previously. Now we have a really inspiring winner of the data for good award door dash with their Project Dash Initiative here to speak about their work is act shot near Engineering manager >>Thank you sports to snowflake for recognizing us for this initiative. Eso For those of you who don't know, Dash, the logistics technology platform company that connects people with the best in their cities and Project Dash, our flagship social impact program, uses the door dash logistics platform to tackle the challenges like hunger and food waste. It was launched in 2018 on over the first two years in partnership with food recovery organizations, we powered the delivery off over £2 million of surplus food from businesses to hunger relief agencies across the U. S. And Canada. Andi simply do Toko with tremendous need has a much we were ableto power. The delivery often estimated 5.8 million meals to food insecure communities and frontline workers across 48 states on the 3.5 million off. These meals have been delivered since much. We do all of our analysis for our business functions from like product development to skills and social impact in snowflake On the numbers I just provided here actually have come from Snowflake on. We have used it to provide various forms of reporting, tow our government and non profit partners on this snowflake. We can help them understand the impact, analyzed friends and ensure complaints in cases where we are supporting efforts for agencies like FEMA, our USDA onda. Lastly, our team is really excited to be recognized by snowflake for using data for good. It has reminded us to continue doubling down on our commitment to using our product and expertise to partner with communities we operated. Thank you again. >>The winner of the machine Learning Master's word is unit for Energy. Viola Sarcoma Data Innovation leader is here on behalf of unit for >>Hello, everyone, Thanks for having me here. It's really a pleasure. And we were really proud to get this award. It means a lot for you. Nipper. It's huge recognition for our effort since last couple of years assed part of our journey and also a celebration off our success now for you. Newport. It would not be possible to start looking at Advanced Analytics techniques, not having a solid data foundation in place. And that's where we invested a lot in our cloud data platform in the cloud back by snowflake. Having this platform allowed us to employ advanced analytics techniques, combining data from Markit from fundamental data, different other sources of data like weather and extracting new friends, new signals that basically help us to partly or even in some cases fully automate some trading strategy. And we believe this will be really fundamental for for the future off raiding in our company and we will definitely invest in this area in the future. >>Our data application of the year is observed. Observers recognizes the most innovative, data driven application built on Snowflake and representing observed today is their CEO, Jeremy Burton. >>Let me just echo the thanks from the other folks on the coal. I mean snowflakes, separation of storage. Compute. I can't overstate what a really big deal it is. Um, it means that we can ingest in store data. Really? For the price of Amazon s three on board, we're in a category where vendors of historically charged for volume of data ingested. So you can imagine this really represents huge savings. Um, in addition, and maybe on a more technical note, snowflakes, elastic architectures really enables us to direct queries appropriately, based on the complexity of the query. So small queries or simple queries weaken director extra small warehouses and complex queries. We can direct, you know, for Excel. Or I think even a six x l is either there are on its way. The key thing there is that users they're not sitting around waiting for results to appear regardless of the query complexity. So I mean, really? The separation storage compute on the elastic architectures is a really big deal for us. >>Turning to the data Pioneer of the Year Award, I'm excited to be here with Faisal KP, senior manager of Enterprise Data Services from Pizza Hut. >>First of all, thank you, Snowflake, for giving this wonderful person. I think it means a lot for us in terms of validating what we're doing. I think we were one of the earlier adopters of Snowflake. We saw the vision of snowflake, you know, stories. Russell's computer separation on all the goodies, right? Right from back in 2017, I believe what snowflake enabled us is to actually get the scale with very little manpower, which is needed to man the entire system. So on the Super Bowl day, we have, you know, the entire crew literally a boardroom where the right from the CME, most of the CEOs to all the folks will be sitting and watching what is happening in the system. And we have to do a lot of real time analytics during that time. So with snowflake, you know, way used the elasticity of the platform we use, you know, platform you know their solutions, like snow pipe to basically automate the data ingestion coming through various channels, from the commas, from the stores, everything simultaneously. So as soon as the program is done, you know, we can scale scale down to our normal volume, which means we can, you know, way can save a lot. Of course. So definitely it snowflake has been game changer for us in terms of how we provide real time analytics. Our systems are used by thousands off restaurants throughout the country and, you know, by hundreds of franchisees. So the scale is something we have achieved with a lot of ability and success. >>In the category of data science Manager of the Year Award, we have a mission Min, director of cybersecurity and data science at Comcast. >>So thank you for having me and thank you for this wonderful award. So one of the biggest challenges you see in this other security spaces the tremendous amount of data that we have to compute every day to find the gold haystack. So one of the big challenges we overcame with by uniting snowflake was how do we go from like my other counterparts on the panel have said Theo operational overhead of maintaining a large data store and moved to more of results driven and data focused environment. And, you know, part of that journey was really the tremendous leadership. Comcast saying, You know, we want Thio through our day to day lives by relying less on operational work and Maura on answering questions. And so you know, over the last year we've really put Snowflake at the center of our ecosystem, knowing that it's elastic platform and its ability scale infinitely have given us the ability to dream big and use it to drop five cybersecurity. And while it's traditionally used for cybersecurity, we're starting to see the benefits right away and the beauty of the snowflake. Ecos, Miss. We're now able to enable folks that not traditionally have big data skills, but they have standards, sequel skills, and they could still work in the snowflake platform. So, you know, the transition to cloud has been very powerful for us as an organization. But I think the end story, the real takeaways, by moving our secretary operation to the cloud, we're now been able to enable more people and get the results they were looking for. You know, as other people have said fast, people hate to wait. So the scale of snowflake really shines. >>Yeah. Now, let's hear from our data Executive of the year. The Cost. Jane. Chief Digital Officer Packer. >>Thank you very much, Snowflake, for this really incredible recognition and honor of the work we're doing it back. Are we began. The first step in this process was for us to develop an enterprise Great data platform in the cloud capable off managing every aspect of data at scale. This this platform includes snowflake as our analytics data warehouse amongst many other technologies that we used for ingestion of data, data processing, uh, data governance, transactional, uh, needs and others. So this platform, once developed, has really helped us leverage data across the broad pack. Our systems and applications globally very efficiently and is enabling pack are, as a result to enhance every aspect. Selfish business with data. >>Ah, big congratulations again to all of the winners of the 2020 Data Drivers Awards. Thanks so much for joining us for a great conversation. And we hope that you enjoy the rest of the data cloud summit

>> Narrator: From theCUBE studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is theCUBE conversation. >> Hi, I'm Stu Miniman. And welcome to this CUBE conversation. Of course during the COVID-19 pandemic, lots of businesses and industries have been upended. One area where there's been real acceleration of the use of online technology, of course, has been telehealth and telemedicine. To help us look into what is happening in that space. We have Eric Gray, he is the chief Solutions Architect with NetScout. Eric, thanks so much for joining us. >> Thanks to you, it's great to be here. >> All right, so as I teed it up, obviously, telehealth, telemedicine. I've had most of my family have done virtual visits, if you will, you know talking to doctors in the like online has been a real shift not something that is pervasive today. Help us understand a little bit how your customers are dealing with this, and the changes that are happening in their world? >> Well, it's certainly becoming a significant paradigm shift in our industry, you think over, over the history of medicine, people have been going in and seeing a doctor sitting in that waiting room and going through all of the, the permutations to spend, 10 minutes with the doctor to diagnose their symptoms. The shift that we have and driven in the fact that has been driven by a global pandemic is, maybe it's unfortunate, but at the same time, it is pushing the industry, strongly in that direction. They say that by by 2021, this is a $66 billion industry or business. So, healthcare organizations be at hospitals and clinics, local providers, anybody that's having to deal with medicine back and forth, in an interaction with their patients. He's going to make this shift over, over a very short period of time. >> In general Eric, how prepared was the typical practitioner to be able to support this kind of environment? You know, we've seen what's happened with local elementary school education, most of them aren't set up for remote as opposed to if I looked at, secondary schools, universities usually had some component of online learning. But when it comes to the medical industry, do you have any thing you can share as to, what segments of the market were ready? How many just had to scramble and say, oh, my gosh, I need this by Monday. >> So there were certainly the larger healthcare providers that I spend my time with, here in the Western US they were ready to go. They had been looking forward into this field for quite a while they had the technology in place, but not was certainly not the case for all. I've spent more time in the last three months talking to university healthcare organizations, local healthcare organizations, who weren't at all ready to roll out the technology necessary to be able to provide that doctor-patient interaction in a successful and high quality way. >> All right, well, let's let's drill in a little bit because most people think, oh, I'm going to move to an online experience. It doesn't just mean, if I was a restaurant, it doesn't just mean that, I have an app or an online, portal. If I was school, it's not just let's throw zoom at the solution. If you're talking, telehealth and telemedicine. I'm sure there's a lot that needs to be done, ahead of the any visits, obviously, heavily regulated industry. So let's walk through a free quick could the, the full landscape there. >> So the the biggest concerns that a lot of the healthcare organizations have they're trying to roll this out. Probably the biggest one by far is maintaining a level of HIPAA compliance. So that the data that's been moving back and forth between the doctor-patient is staying exactly there it's private. It's not exposed, even though it's going across public internet, in many cases, from someone's home to the the location of the physician, that that information remains confidential. Second, it really needs to be high quality, as the doctor is interacting with the patient now in his, kind of the same fashion that you and I are right now, over a webcam over their local ISP, the quality might vary. So, if a doctor is going to make an accurate assessment of a patient, and assess their symptoms without actually having them come into an office, they need to have an exceptional experience, the quality of the audio needs to be great quality, the video needs to be excellent. The entire interaction needs to be pristine. And then there's the things that wrap around that patient doctor experience, the things that give us the call it the infrastructure that makes it happen. That's the DNS connections in the underlying network, but it's also prior to the call making sure that you have the ability to set it up, access medical records, after the call, being able to get to pharmacy to get to your prescription, or see the test results that came from the experience. Even billing, I'm going to go pay my bill, I need to be able to get on, get to something reliably and have a secure transaction. All of this stuff together sort of makes up what is modern telemedicine. Though, most of the time, the telehealth experiences what's considered everything, whereas telemedicine is really looked at as the doctor patient conversation, across that new digital media. >> Yeah, what if companies had to deal with if they had really a toe or they were starting down this path and all of a sudden they need to go from something that they do as an exception to now this is what they've been doing for the last few months. How do they scale that up? >> That was a shock for many of them. Some had some, basic level of interaction capability. But I've had customers that have talked to me about a 20 to 30 x increase in the amount of bandwidth necessary and the amount of technology needed in order to facilitate these conversations. The market is skyrocketing. Doctors are you know, they're making this dramatic shift because they need to protect their patients they need to protect themselves. And as the need has gone up exponentially, IT teams are really scrambling. They're having to provide this technology very, very quickly standing up new concentrators, for VPN connections. Lots of new service provider connections, so that they have additional bandwidth capable. And then going out to the different companies who provide direct telemedicine and telehealth connectivity, so that they are maintaining, that high level of security as well. So all of this together has just created this explosion in this industry as people rush to deploy the stuff. >> It definitely sounds very challenging. I've talked to, government agencies that get emergency funding for this. What's the impact on from a financial standpoint? I think from a patient standpoint, you say, it's not like all of a sudden you're going to be able to bill more. If anything, they're like, hey, I'm not coming to the office. I'm you know, is a little bit less to go there. So what are the financial implications of all this? >> That's really interesting. So, as many healthcare companies especially the hospitals ramped up to fight COVID-19, and the coronavirus epidemic, getting access to the appropriate PPE and emergency room technology, making sure they have enough ventilators. All that stuff was a big drain on the emergency funds. When they looked at what was going on with telemedicine. It's really a dramatic savings. So the survey say that somewhere in the order of the United States healthcare industry overall. As we shift into a primarily telemedicine based system, it save up to $4 billion a year. So it's significantly less expensive for those health care companies to be able to provide this kind of interaction. Not only money, but also from a quality of the interaction as well. Now, as I said it kind of in the beginning, I know when I would go in and talk to a doctor, maybe I would get 10 minutes. There's a lot of time that you spend sitting in the waiting room, waiting in the in the actual room, and the interaction is very short, and maybe not such great quality. Now, as I've been spending a few sessions with doctors online, it's really great. I've got no waiting. I've got a longer window of time with my physician. I think it's probably, a better interaction for me and overall, it's going to save the healthcare company significant amount of money. Seems like it makes a lot of sense. >> Yeah, that's an interesting silver lining, if you will, that we can right really kind of, change it from, it was almost done. Just in time manufacturing methodology, as we've maximized the utilization of everything with all the scheduling and the like, and we're really building it more like a distributed system now. So I'm curious, Eric, what is the thinking around these people, these companies, if you're scaling this up for remote, eventually, there will be the new normal, let's say we have, you know, a vaccine and, going back to the office visits will be more prevalent. What is the thinking about, what this will look like and hybrid mode or what will the telemedicine dial back a little bit, in the next year or so? >> I think the general consensus is that it's here to stay. This isn't the first pandemic, it won't be the last and putting the proper technology in place right now, that's available. I mean, this is not something that's years in the making, it's out there. It's just that a lot of companies, weren't quite ready to take the lead, either from an investment standpoint or just doing things the same way and making that paradigm shift. I believe not only are we seeing the significant shift just in this timeframe, but it's going to be here for a long period of time. They're going to be certainly people that will want to go back to the old way of visiting the doctor. And as at home diagnostics become more, more prevalent things from like a blood pressure monitor or pulse ox monitor, various ways that you can actually take vital readings from your home and have that data transmitted into your EMR, EHR system. That makes it even more sticky. So I believe the time is going to come where we'll set up a couple of steps back, but those 10 steps that we've made forward, it's something that the industry has been waiting for for a long time. And now we're going to get there really quickly. >> Yeah, it's fascinating to think, Eric, if this had been 10 years ago, that we would be having a very different conversation. If you would take us in a little bit the learnings that you had, whereas NetScout finding that it's helping its clients the most when it comes to the telehealth and telemedicine solutions? >> Well, one of the things that's really gotten us excited at NetScout, we've been in this business of being able to secure and monitor, enterprise and service provider networks for the last 35 plus years. NetScout has been in this business to keep the customers networks alive, keep them healthy, and help them to troubleshoot problems when they occur. So as we look at applying, our technology towards this telemedicine experience, it seemed like a perfect fit for us. We can break it down in kind of three categories. First, what happens prior to the experience? We want to make sure that we can maintain a high level of availability for the the healthcare organizations network to make sure that the telehealth software is functional, that the network is robust that the response times are low. So understanding what that experience is like in advance of the call, is probably a little bit of a slam dunk. But we want to make sure that we're always ready and able to handle the load. Second is, and probably most important is during the call. Once that patient is talking to the doctor, and they're ongoing through video, audio chat, we want to make sure that, the quality of that experience is exceptional. About 10 years ago, NetScout acquired some technology that gave us the insight into how unified communication protocols function, and gave us the ability to measure my scores jitter and loss, even in a secure RTP kind of payload environment. So even with encryption, we can still give you a high understanding of how good that session is to make sure that the patient and doctor, are seeing each other, they're hearing each other and it's pristine. Then finally on the back end, what happens after the call. So once the physician and the patient are done, I still need to go see my records and the bill. As I said before, we want to make sure that all the systems that make that happen are up, functional and capable of being used every day. Our ability to monitor these sessions baseline their performance and triage in the event of an issue helps us to keep EMR systems like Epic and Cerner and McKesson up and running. The billing systems that make things happen. HL seven protocol tying everything together. Giving the patient access to their records, their medical images, et cetera. And the network that makes all this happen, probably already monitored by NetScout as our customers are very loyal and have been for many years. >> Alright, Eric, I'll give you the final word. If customers want to learn more about what you're doing in this space, what would you recommend for them? >> Well, we are very excited about what we're doing with all of these solutions for our customers. First we published a white paper that you can find it at netscout.com. We show up on a telemedicine landing page you can read all about how NetScout products are being used to help in all of these areas of telemedicine. Also on the July 21st, at 10:00 am Pacific, we're going to be offering a live webinar, demonstrating how our technology can be used before, during and after a telemedicine call for the customer. >> All right, well, Eric Gray, thank you so much for joining us really important stuff around the telehealth and telemedicine. Really appreciate all the updates. >> Thanks to have a great day. >> All right, and thank you for joining. I'm Stu Miniman, thank you for watching theCUBE. (bright upbeat music)

>> Live from San Francisco, California, it's theCUBE covering the IBM Chief Data Officers Summit, brought to you by IBM. >> Welcome back to San Francisco everybody. I'm Dave Vellante and you're watching theCUBE, the leader in live tech coverage. This is the end of the day panel at the IBM Chief Data Officer Summit. This is the 10th CDO event that IBM has held and we love to to gather these panels. This is a data all-star panel and I've recruited Seth Dobrin who is the CDO of the analytics group at IBM. Seth, thank you for agreeing to chip in and be my co-host in this segment. >> Yeah, thanks Dave. Like I said before we started, I don't know if this is a promotion or a demotion. (Dave laughing) >> We'll let you know after the segment. So, the data all-star panel and the data all-star awards that you guys are giving out a little later in the event here, what's that all about? >> Yeah so this is our 10th CDU Summit. So two a year, so we've been doing this for 5 years. The data all-stars are those people that have been to four at least of the ten. And so these are five of the 16 people that got the award. And so thank you all for participating and I attended these like I said earlier, before I joined IBM they were immensely valuable to me and I was glad to see 16 other people that think it's valuable too. >> That is awesome. Thank you guys for coming on. So, here's the format. I'm going to introduce each of you individually and then ask you to talk about your role in your organization. What role you play, how you're using data, however you want to frame that. And the first question I want to ask is, what's a good day in the life of a data person? Or if you want to answer what's a bad day, that's fine too, you choose. So let's start with Lucia Mendoza-Ronquillo. Welcome, she's the Senior Vice President and the Head of BI and Data Governance at Wells Fargo. You told us that you work within the line of business group, right? So introduce your role and what's a good day for a data person? >> Okay, so my role basically is again business intelligence so I support what's called cards and retail services within Wells Fargo. And I also am responsible for data governance within the business. We roll up into what's called a data governance enterprise. So we comply with all the enterprise policies and my role is to make sure our line of business complies with data governance policies for enterprise. >> Okay, good day? What's a good day for you? >> A good day for me is really when I don't get a call that the regulators are knocking on our doors. (group laughs) Asking for additional reports or have questions on the data and so that would be a good day. >> Yeah, especially in your business. Okay, great. Parag Shrivastava is the Director of Data Architecture at McKesson, welcome. Thanks so much for coming on. So we got a healthcare, couple of healthcare examples here. But, Parag, introduce yourself, your role, and then what's a good day or if you want to choose a bad day, be fun the mix that up. >> Yeah, sounds good. Yeah, so mainly I'm responsible for the leader strategy and architecture at McKesson. What that means is McKesson has a lot of data around the pharmaceutical supply chain, around one-third of the world's pharmaceutical supply chain, clinical data, also around pharmacy automation data, and we want to leverage it for the better engagement of the patients and better engagement of our customers. And my team, which includes the data product owners, and data architects, we are all responsible for looking at the data holistically and creating the data foundation layer. So I lead the team across North America. So that's my current role. And going back to the question around what's a good day, I think I would say the good day, I'll start at the good day. Is really looking at when the data improves the business. And the first thing that comes to my mind is sort of like an example, of McKesson did an acquisition of an eight billion dollar pharmaceutical company in Europe and we were creating the synergy solution which was based around the analytics and data. And actually IBM was one of the partners in implementing that solution. When the solution got really implemented, I mean that was a big deal for me to see that all the effort that we did in plumbing the data, making sure doing some analytics, is really helping improve the business. I think that is really a good day I would say. I mean I wouldn't say a bad day is such, there are challenges, constant challenges, but I think one of the top priorities that we are having right now is to deal with the demand. As we look at the demand around the data, the role of data has got multiple facets to it now. For example, some of the very foundational, evidentiary, and compliance type of needs as you just talked about and then also profitability and the cost avoidance and those kind of aspects. So how to balance between that demand is the other aspect. >> All right good. And we'll get into a lot of that. So Carl Gold is the Chief Data Scientist at Zuora. Carl, tell us a little bit about Zuora. People might not be as familiar with how you guys do software for billing et cetera. Tell us about your role and what's a good day for a data scientist? >> Okay, sure, I'll start by a little bit about Zuora. Zuora is a subscription management platform. So any company who wants to offer a product or service as subscription and you don't want to build your billing and subscription management, revenue recognition, from scratch, you can use a product like ours. I say it lets anyone build a telco with a complicated plan, with tiers and stuff like that. I don't know if that's a good thing or not. You guys'll have to make up your own mind. My role is an interesting one. It's split, so I said I'm a chief data scientist and we work about 50% on product features based on data science. Things like churn prediction, or predictive payment retries are product areas where we offer AI-based solutions. And then but because Zuora is a subscription platform, we have an amazing set of data on the actual performance of companies using our product. So a really interesting part of my role has been leading what we call the subscription economy index and subscription economy benchmarks which are reports around best practices for subscription companies. And it's all based off this amazing dataset created from an anonymized data of our customers. So that's a really exciting part of my role. And for me, maybe this speaks to our level of data governance, I might be able to get some tips from some of my co-panelists, but for me a good day is when all the data for me and everyone on my team is where we left it the night before. And no schema changes, no data, you know records that you were depending on finding removed >> Pipeline failures. >> Yeah pipeline failures. And on a bad day is a schema change, some crucial data just went missing and someone on my team is like, "The code's broken." >> And everybody's stressed >> Yeah, so those are bad days. But, data governance issues maybe. >> Great, okay thank you. Jung Park is the COO of Latitude Food Allergy Care. Jung welcome. >> Yeah hi, thanks for having me and the rest of us here. So, I guess my role I like to put it as I'm really the support team. I'm part of the support team really for the medical practice so, Latitude Food Allergy Care is a specialty practice that treats patients with food allergies. So, I don't know if any of you guys have food allergies or maybe have friends, kids, who have food allergies, but, food allergies unfortunately have become a lot more prevalent. And what we've been able to do is take research and data really from clinical trials and other research institutions and really use that from the clinical trial setting, back to the clinical care model so that we can now treat patients who have food allergies by using a process called oral immunotherapy. It's fascinating and this is really personal to me because my son as food allergies and he's been to the ER four times. >> Wow. >> And one of the scariest events was when he went to an ER out of the country and as a parent, you know you prepare your child right? With the food, he takes the food. He was 13 years old and you had the chaperones, everyone all set up, but you get this call because accidentally he ate some peanut, right. And so I saw this unfold and it scared me so much that this is something I believe we just have to get people treated. So this process allows people to really eat a little bit of the food at a time and then you eat the food at the clinic and then you go home and eat it. Then you come back two weeks later and then you eat a little bit more until your body desensitizes. >> So you build up that immunity >> Exactly. >> and then you watch the data obviously. >> Yeah. So what's a good day for me? When our patients are done for the day and they have a smile on their face because they were able to progress to that next level. >> Now do you have a chief data officer or are you the de facto CFO? >> I'm the de facto. So, my career has been pretty varied. So I've been essentially chief data officer, CIO, at companies small and big. And what's unique about I guess in this role is that I'm able to really think about the data holistically through every component of the practice. So I like to think of it as a patient journey and I'm sure you guys all think of it similarly when you talk about your customers, but from a patient's perspective, before they even come in, you have to make sure the data behind the science of whatever you're treating is proper, right? Once that's there, then you have to have the acquisition part. How do you actually work with the community to make sure people are aware of really the services that you're providing? And when they're with you, how do you engage them? How do you make sure that they are compliant with the process? So in healthcare especially, oftentimes patients don't actually succeed all the way through because they don't continue all the way through. So it's that compliance. And then finally, it's really long-term care. And when you get the long-term care, you know that the patient that you've treated is able to really continue on six months, a year from now, and be able to eat the food. >> Great, thank you for that description. Awesome mission. Rolland Ho is the Vice President of Data and Analytics at Clover Health. Tell us a little bit about Clover Health and then your role. >> Yeah, sure. So Clover is a startup Medicare Advantage plan. So we provide Medicare, private Medicare to seniors. And what we do is we're because of the way we run our health plan, we're able to really lower a lot of the copay costs and protect seniors against out of pocket. If you're on regular Medicare, you get cancer, you have some horrible accident, your out of pocket is infinite potentially. Whereas with Medicare Advantage Plan it's limited to like five, $6,000 and you're always protected. One of the things I'm excited about being at Clover is our ability to really look at how can we bring the value of data analytics to healthcare? Something I've been in this industry for close to 20 years at this point and there's a lot of waste in healthcare. And there's also a lot of very poor application of preventive measures to the right populations. So one of the things that I'm excited about is that with today's models, if you're able to better identify with precision, the right patients to intervene with, then you fundamentally transform the economics of what can be done. Like if you had to pa $1,000 to intervene, but you were only 20% of the chance right, that's very expensive for each success. But, now if your model is 60, 70% right, then now it opens up a whole new world of what you can do. And that's what excites me. In terms of my best day? I'll give you two different angles. One as an MBA, one of my best days was, client calls me up, says, "Hey Rolland, you know, "your analytics brought us over $100 million "in new revenue last year." and I was like, cha-ching! Excellent! >> Which is my half? >> Yeah right. And then on the data geek side the best day was really, run a model, you train a model, you get ridiculous AUC score, so area under the curve, and then you expect that to just disintegrate as you go into validation testing and actual live production. But the 98 AUC score held up through production. And it's like holy cow, the model actually works! And literally we could cut out half of the workload because of how good that model was. >> Great, excellent, thank you. Seth, anything you'd add to the good day, bad day, as a CDO? >> So for me, well as a CDO or as CDO at IBM? 'Cause at IBM I spend most of my time traveling. So a good day is a day I'm home. >> Yeah, when you're not in an (group laughing) aluminum tube. >> Yeah. Hurdling through space (laughs). No, but a good day is when a GDPR compliance just happened, a good day for me was May 20th of last year when IBM was done and we were, or as done as we needed to be for GDPR so that was a good day for me last year. This year is really a good day is when we start implementing some new models to help IBM become a more effective company and increase our bottom line or increase our margins. >> Great, all right so I got a lot of questions as you know and so I want to give you a chance to jump in. >> All right. >> But, I can get it started or have you got something? >> I'll go ahead and get started. So this is a the 10th CDO Summit. So five years. I know personally I've had three jobs at two different companies. So over the course of the last five years, how many jobs, how many companies? Lucia? >> One job with one company. >> Oh my gosh you're boring. (group laughing) >> No, but actually, because I support basically the head of the business, we go into various areas. So, we're not just from an analytics perspective and business intelligence perspective and of course data governance, right? It's been a real journey. I mean there's a lot of work to be done. A lot of work has been accomplished and constantly improving the business, which is the first goal, right? Increasing market share through insights and business intelligence, tracking product performance to really helping us respond to regulators (laughs). So it's a variety of areas I've had to be involved in. >> So one company, 50 jobs. >> Exactly. So right now I wear different hats depending on the day. So that's really what's happening. >> So it's a good question, have you guys been jumping around? Sure, I mean I think of same company, one company, but two jobs. And I think those two jobs have two different layers. When I started at McKesson I was a solution leader or solution director for business intelligence and I think that's how I started. And over the five years I've seen the complete shift towards machine learning and my new role is actually focused around machine learning and AI. That's why we created this layer, so our own data product owners who understand the data science side of things and the ongoing and business architecture. So, same company but has seen a very different shift of data over the last five years. >> Anybody else? >> Sure, I'll say two companies. I'm going on four years at Zuora. I was at a different company for a year before that, although it was kind of the same job, first at the first company, and then at Zuora I was really focused on subscriber analytics and churn for my first couple a years. And then actually I kind of got a new job at Zuora by becoming the subscription economy expert. I become like an economist, even though I don't honestly have a background. My PhD's in biology, but now I'm a subscription economy guru. And a book author, I'm writing a book about my experiences in the area. >> Awesome. That's great. >> All right, I'll give a bit of a riddle. Four, how do you have four jobs, five companies? >> In five years. >> In five years. (group laughing) >> Through a series of acquisition, acquisition, acquisition, acquisition. Exactly, so yeah, I have to really, really count on that one (laughs). >> I've been with three companies over the past five years and I would say I've had seven jobs. But what's interesting is I think it kind of mirrors and kind of mimics what's been going on in the data world. So I started my career in data analytics and business intelligence. But then along with that I had the fortune to work with the IT team. So the IT came under me. And then after that, the opportunity came about in which I was presented to work with compliance. So I became a compliance officer. So in healthcare, it's very interesting because these things are tied together. When you look about the data, and then the IT, and then the regulations as it relates to healthcare, you have to have the proper compliance, both internal compliance, as well as external regulatory compliance. And then from there I became CIO and then ultimately the chief operating officer. But what's interesting is as I go through this it's all still the same common themes. It's how do you use the data? And if anything it just gets to a level in which you become closer with the business and that is the most important part. If you stand alone as a data scientist, or a data analyst, or the data officer, and you don't incorporate the business, you alienate the folks. There's a math I like to do. It's different from your basic math, right? I believe one plus one is equal to three because when you get the data and the business together, you create that synergy and then that's where the value is created. >> Yeah, I mean if you think about it, data's the only commodity that increases value when you use it correctly. >> Yeah. >> Yeah so then that kind of leads to a question that I had. There's this mantra, the more data the better. Or is it more of an Einstein derivative? Collect as much data as possible but not too much. What are your thoughts? Is more data better? >> I'll take it. So, I would say the curve has shifted over the years. Before it used to be data was the bottleneck. But now especially over the last five to 10 years, I feel like data is no longer oftentimes the bottleneck as much as the use case. The definition of what exactly we're going to apply to, how we're going to apply it to. Oftentimes once you have that clear, you can go get the data. And then in the case where there is not data, like in Mechanical Turk, you can all set up experiments, gather data, the cost of that is now so cheap to experiment that I think the bottleneck's really around the business understanding the use case. >> Mm-hmm. >> Mm-hmm. >> And I think the wave that we are seeing, I'm seeing this as there are, in some cases, more data is good, in some cases more data is not good. And I think I'll start it where it is not good. I think where quality is more required is the area where more data is not good. For example like regulation and compliance. So for example in McKesson's case, we have to report on opioid compliance for different states. How much opioid drugs we are giving to states and making sure we have very, very tight reporting and compliance regulations. There, highest quality of data is important. In our data organization, we have very, very dedicated focus around maintaining that quality. So, quality is most important, quantity is not if you will, in that case. Having the right data. Now on the other side of things, where we are doing some kind of exploratory analysis. Like what could be a right category management for our stores? Or where the product pricing could be the right ones. Product has around 140 attributes. We would like to look at all of them and see what patterns are we finding in our models. So there you could say more data is good. >> Well you could definitely see a lot of cases. But certainly in financial services and a lot of healthcare, particularly in pharmaceutical where you don't want work in process hanging around. >> Yeah. >> Some lawyer could find a smoking gun and say, "Ooh see." And then if that data doesn't get deleted. So, let's see, I would imagine it's a challenge in your business, I've heard people say, "Oh keep all the, now we can keep all the data, "it's so inexpensive to store." But that's not necessarily such a good thing is it? >> Well, we're required to store data. >> For N number of years, right? >> Yeah, N number of years. But, sometimes they go beyond those number of years when there's a legal requirements to comply or to answer questions. So we do keep more than, >> Like a legal hold for example. >> Yeah. So we keep more than seven years for example and seven years is the regulatory requirement. But in the case of more data, I'm a data junkie, so I like more data (laughs). Whenever I'm asked, "Is the data available?" I always say, "Give me time I'll find it for you." so that's really how we operate because again, we're the go-to team, we need to be able to respond to regulators to the business and make sure we understand the data. So that's the other key. I mean more data, but make sure you understand what that means. >> But has that perspective changed? Maybe go back 10 years, maybe 15 years ago, when you didn't have the tooling to be able to say, "Give me more data." "I'll get you the answer." Maybe, "Give me more data." "I'll get you the answer in three years." Whereas today, you're able to, >> I'm going to go get it off the backup tapes (laughs). >> (laughs) Yeah, right, exactly. (group laughing) >> That's fortunately for us, Wells Fargo has implemented data warehouse for so many number of years, I think more than 10 years. So we do have that capability. There's certainly a lot of platforms you have to navigate through, but if you are able to navigate, you can get to the data >> Yeah. >> within the required timeline. So I have, astonished you have the technology, team behind you. Jung, you want to add something? >> Yeah, so that's an interesting question. So, clearly in healthcare, there is a lot of data and as I've kind of come closer to the business, I also realize that there's a fine line between collecting the data and actually asking our folks, our clinicians, to generate the data. Because if you are focused only on generating data, the electronic medical records systems for example. There's burnout, you don't want the clinicians to be working to make sure you capture every element because if you do so, yes on the back end you have all kinds of great data, but on the other side, on the business side, it may not be necessarily a productive thing. And so we have to make a fine line judgment as to the data that's generated and who's generating that data and then ultimately how you end up using it. >> And I think there's a bit of a paradox here too, right? The geneticist in me says, "Don't ever throw anything away." >> Right. >> Right? I want to keep everything. But, the most interesting insights often come from small data which are a subset of that larger, keep everything inclination that we as data geeks have. I think also, as we're moving in to kind of the next phase of AI when you can start doing really, really doing things like transfer learning. That small data becomes even more valuable because you can take a model trained on one thing or a different domain and move it over to yours to have a starting point where you don't need as much data to get the insight. So, I think in my perspective, the answer is yes. >> Yeah (laughs). >> Okay, go. >> I'll go with that just to run with that question. I think it's a little bit of both 'cause people touched on different definitions of more data. In general, more observations can never hurt you. But, more features, or more types of things associated with those observations actually can if you bring in irrelevant stuff. So going back to Rolland's answer, the first thing that's good is like a good mental model. My PhD is actually in physical science, so I think about physical science, where you actually have a theory of how the thing works and you collect data around that theory. I think the approach of just, oh let's put in 2,000 features and see what sticks, you know you're leaving yourself open to all kinds of problems. >> That's why data science is not democratized, >> Yeah (laughing). >> because (laughing). >> Right, but first Carl, in your world, you don't have to guess anymore right, 'cause you have real data. >> Well yeah, of course, we have real data, but the collection, I mean for example, I've worked on a lot of customer churn problems. It's very easy to predict customer churn if you capture data that pertains to the value customers are receiving. If you don't capture that data, then you'll never predict churn by counting how many times they login or more crude measures of engagement. >> Right. >> All right guys, we got to go. The keynotes are spilling out. Seth thank you so much. >> That's it? >> Folks, thank you. I know, I'd love to carry on, right? >> Yeah. >> It goes fast. >> Great. >> Yeah. >> Guys, great, great content. >> Yeah, thanks. And congratulations on participating and being data all-stars. >> We'd love to do this again sometime. All right and thank you for watching everybody, it's a wrap from IBM CDOs, Dave Vellante from theCUBE. We'll see you next time. (light music)

>> fly from San Francisco. It's the Cube covering Google Club next nineteen, right Tio by Google Cloud and its ecosystem partners. >> Okay, welcome back, everyone. We are here live in San Francisco for cubes. Coverage of Google next twenty nineteen. Hashtag Google. Next nineteen, Google's Cloud Conference, where their customers, developers all come together Cubes. Three days of coverage. Day one. I'm John forward, my Coast, Dave Aloft as well. Astute many men Who's out there doing some reporter? Next guess Allison. Wagon filled is the CMO of Google Cloud. Great to see you. Thanks for joining us. >> Thanks for having me. I'm glad to be here, >> so I got to say, looking out on the floor here, we're in the middle of the floor. Great demographics. A lot of developers, lot of enterprise customers. A lot of you know, sea levels will also enterprise architects and cloud architects. So this is not just a developer fest. This is a business developer conference. >> Yes. So that's been a real change this year. Not only have we increase the numbers I think I mentioned earlier that we have thirty thousand people are actually able even more than that. We had a cap registration we sold out last week. But the composition is different this year because this year we have over seventy percent from enterprise companies and then within enterprise Cos it's Dev's decision makers, business leaders. And then we have a whole executive track of leader Circle program as well. So it's been a really great mix of different energy, different questions in different sessions. >> You guys do a great job in event kudos to the team original Google Io was a great event that continues to be the consumer side on Google. You guys have that same kind of grew swing going on a lot of sessions. Take him in to explain the theme of the show. What's going on around the events? Breakouts? What's the focus? >> Yes, so the focus? Well, there's a theme and a couple different levels. The broad theme is a cloud like no other, because we've introduced a lot of new, different features and products and programs. We introduced Antos this morning, which was really revolutionary way of using containers broadly multi cloud, high but cloud. So it's from a product standpoint, but it's also a cloud like no other, because it's about the community that's here, and it's truly a partnership with our customers and our partners about building this cloud together, and we see the community as a really key part of that. It's really corta Google's values around openness, open source technology and really embracing the broader community to build the cloud together. >> And I thought was interesting. The Kino was phenomenal. You had the CEO of Google come out Sundar Pichai and the new CEO on the job for ten weeks. T K >> Sommers. Korean. Yes. Lot of action >> going on a Google right now. >> Yeah, it's been great to have Thomas. Diane was phenomenal and building the business. It's wonderful. Have Sundar here. He's got a lot of commitment, really engaged with our customers. And so it's a lot of energy and a lot of excitement. A Google. >> I thought the vory class act of Thomas Curry and his first words on stage at the CEO was to give props. The Diane Green very, very respected, that was >> great, was very gracious of, Thomas >> said. Sorry, he said. The press, sir, that one of things I really like about Google is not afraid of hard problems, So I wanted to ask you a CMO I always asked the most about brand promise. What's the brand promise? That you want customers and the community to take away from an event like this? >> So the brand promise has a couple different areas. First and foremost, we want our customers to be successful with their customers. And so we think, really holistically about lessons. Make sure that we're delivering the cloud technologies so that customers can really serve everyone that they want to serve, whether it be a retailer that wants to create a wonderful, offline and online experience, whether it's a health care provider that wants to ensure that every doctor, it knows all of the right data about all the patients or within a hospital. And so that's the way we're always thinking is how do we ensure that we help our customers set up to be successful? >> So one of the big teams we heard this morning was the industry focus, and you just referenced that again. It seems to be an increasingly important part of the messaging and the technologies that you're creating, and it ties into digital transformation. You seeing every industry transform data is at the heart of that transformation. You're seeing big companies traverse different industries. So what if you could talk about the industry focus? Uh, where'd that come from? Where do you see it going? >> Yes, So there's really three core parts of what we've been talking about today. First and foremost is the infrastructure and ensuring that we have the world's best infrastructure. Then, on top of that, it's ensuring that we have all the right applications to help with digital transformation. And then, as part of that further, is the industry solutions. Because in our six focus industries, we want to make sure that we're really developing the right applications with the right solutions and half a deep expertise that companies are looking for so that we can really part with partner with them and really, truly be innovative. And we could feel much more comfortable being innovative. But we really understand our customer problems >> keep Part of that is the global s eyes. You look out here, you see all the big names I won't name because I'll forget one. But there's two obvious ones right there because once you start to see those guys come into the ecosystem, that's when you can partner and get really deep industry expertise globally, >> I agree. And so we do have a great partnerships that said here with Accenture in tow, Lloyd and Antos or three of them, many more that we were working really closely with. And there really are an extension of what we want to build because we know that we will not be able Teo create every single last mile industry solution and every single industry, and working with those companies really helps us. >> I was on the plane last night watching the game. Of course, I love you guys got to see it. You're probably appear busy, but I focused. Google was all over the this year, >> so this is our second year of our partnership with the law, and it's been great. There's a couple dimensions to that partnership. First and foremost, we help them analyze eighty years worth of data. And through all of that analysis, we've been working with him about making predictions about games in helping them understand players and coaches and teams better. Everything from creating brackets. Teo, how do you fan experience? And then as part of that, we also had opportunity to do some advertising within their games. So you may have seen some of the TV spots that we did, which was about analyzing that data. We put ourselves on the line by making predictions during the game about what we thought would happen based on all of our analysis. And then the Big Chef this year was we included students, so it was really studies. Last year we created all these models, but we did it within Google. We had Google, Debs and Google engineers creating prediction models. We said, like, What if we brought students in tow? Help us? So we recruited thirty or so all star students around the country from their schools, brought them together. They learned DCP like that. It was awesome. And then they started working together doing predictions. And so a lot of what you saw in the Games and on our hub was actually students using Google Claude platform to make predictions about the games. >> So just get this right. The reference on stage by T K students. So you had data from the that was exposed to the students. They had a hackathon. How much lead time that they have? What was that >> did everything with thirty days. So they hack it on was about two months ago or so. But within the last thirty days, they did all of these different projects and they were actually doing really creative things about trying to come up with new types of stats like explosiveness. What does that mean? Does that mean that you move in closer to the basket or does it mean that here they're coming up, the stats around pace of game and different elements of the place? It was really fun. >> How many slam dunk this, Miss Fowles? So >> question, Who do you who you're rooting for? I was >> writing from Virginia. You know, Let's say I >> was right for >> Virginia after my bracket got busted, so I was allowed to kind of change a little bit. And they're Michigan. Once they were gone, I was like, >> So I use no way. I but I hit ninety ninth percentile. So you go. I had Michigan in Michigan State rather in Virginia in my Final Four for Michigan State. Lost, but still, I would have been >> That's pretty good >> night, point nine. So what is with what kind of predictions were the students doing well, >> predictions about everything from, well, last night we had some predictions about the number two point last. We had about how many different times we're going to exchange like the ball will go back and forth between teams. We had predictions about three pointers and one game everything. So it's been really fun. Teo work with >> that kind of in game predictions. To see that a lot. >> You probably saw some stats real >> probability of, ah, victory, which of course, last night. Forget it. I mean, it's changed so quickly. >> Great program. One of those I want to ask you change gears is you have a book in the press room called customer Voices. So this has been a focus, and I think a lot of people have been Lego Google's great tact, but not a lot of customers, which you guys air debunking with. Not only this, but here to show shown the logo slide really kind of showing the traction from a customer's standpoint. >> Yes, about >> the focus on the customer. How does that change? How you doing your job? How is the tech rolling out? Can you share some insight into customer focused. >> Yeah, this has been a really big step change this year. We have over four hundred customers speaking throughout this event, and then we have a number of them that are on stage in the keynotes telling real stories. Two years ago, we had some customers speaking and they would say, I'm looking. I'm dabbling and this But now they're making rial kind of bet The company decisions using our technology. And so this customer voices is looking at those companies. We have something called the customer innovation serious this afternoon, where the CIA of HSBC will be talking about their evolution and Gogo Cloud. Two years ago, Darrell West was on stage talking about just kind of what they will be getting. Two Dio with Google Cloud Platform And now here we are two years later, when they've made a lot of progress and we'LL be sharing their stories that the custom innovation Siri's is one of my favorite parts. It next, >> you know, we cover a lot of events. David eyes were like two ESPN of tech or game day. We've gotten the shows, we see a lot of events and you kind of hear the key words over and over again. Soon these events here we're hearing scale, which we've heard all the time. Google scales, scales, scales solve all our problems. But we're hearing more about customers. OK, this has been a big focus. How have you guys shifted internally? Because this seems to been around for a while. Like you said, I think it's a step function from what we're seeing as well. What's going on internally. How you guys mobilizing, How you guys taking this to the mark? Because you've got great partition. So Cisco onstage VM wears even up there. You got an ecosystem developing a lot of momentum. >> So we're truly this year Enterprise ready to use a buzz word that comes up. So two years ago, we still had some holes in some of our technology stack, and we're still really building to go to market teams. We still vastly scaling that so absolutely growing there. But we're in a whole different place as a business where we are able to serve really large enterprises at scale. McKesson just announced sixth largest company that they are moving and working with us a Google cloud. I mean, so these air major companies that are making big decisions to work with us. And so it's at a whole different level this year, and we're really proud that the customers have chosen to work with us, and we're building the organization to ensure that their successful. So that's our customer success program. That's ensuring we have the right kind of customer engineers working hand in hand with our customers. So it's a big focus ever. Whole group. It's a focus where Thomas Kurian has a lot of background serving enterprise customers at Oracle for twenty years, bringing that expertise. So you'LL see that everywhere. So I'm glad you picked up on that and feel it because it's really permeates everything we're doing at Google clouds, >> and it's been a good, positive change. The results of their What's the focus for you As you look forward, It's a lot to do. You guys are a great opportunity. I always say Google's dark horse now Samson's got a good lead out there being first in, but you guys have a lot of tech. You got the customer focus. You got a lot of momentum on the tech side. Cloud native Open source. Partner ecosystem Developing customer ecosystem. So kind of ball's in your court, so to speak. >> You feel really well, position we It's early. So in the whole market, people seem to think that I like all these decisions, but it's really still eighty percent of workload Zoran data centers of these big enterprises, everybody who's here with us right now. And most companies were choosing a multi club strategy this morning. We announced a major product and those that really enables the multi cloud strategy so enables Google to really be at the center of that multi cloud and provide the services using containers and a lot of the biggest best advances right now. And so as we scale our go to market, we can really bring this technology that way here, over and over again, is the best technology in the business. Yeah, we had it really had to go to market in place to bring it to customers. And this is really where we're taking it so we can help get this awesome technology. It's so fun is a marketer to them, bring it to everybody. >> I always say it so early. The wave is just getting started more ways behind it. I'm very impressed. That intrigue also by the rebranding of the Google Cloud platform what you guys announced last kind of hybrid and those is interesting because it's a rebrand slash new set of integration points Sisco again on stage kind of integrating with your container platform is a key key story that I think is nuanced but kind of points to a whole new Google. What was behind the rebranding? Can you just share some insight that what the commerce she's like Google Cloud Platforms is descriptive. But I mean, >> sister, thanks >> Cloud Services platform when we chose that name last year is when we wanted to Alfa with a product and frankly, within the marketing team, he kind of knew was always a placeholder name. And then the debate was, What do we change the name when you go to Beta, which we did a couple months ago? Or when we go to went to Gaea and we decided this would be a great opportunity to change the name, so we always knew it was going to change the name. Picking a name is always complicated, and so we spent a lot of time thinking about what way wanted that name too mean and what we wanted to stand for. And we really liked Anthros. It's a Greek word. It is a nod to the Greek aspects of the history of the product. With Cooper, Netease, Andhis, Teo and other areas. It means the blossom it means to grow. It means all. And so you many words like Anthology and things like that. So we'd liked both what it meant, And we also liked that with all Namie decisions, it's easy to spell. It's easy to find. It's all great, >> and it's super >> booming in California. Here as we speak. Well, ironic. >> It has an international flavor to it. But you guys, you guys are taking this show overseas, right? They've got a big show in London in November, I know and yes, >> be in Tokyo in July at next and then London in November. And then we do it between all of these. What we call Clouds Summit Siri's, which are in country slightly smaller. But we bring a lot of the same technology, and speakers and sessions just have a slightly scaled down version. >> Intimate. We really appreciate your support. We love doing the Cube hearing a lot of Czech athletes, as we say here on the show floor. Lot of knowledge, good customer converses. Alison's Thanks for sharing the inside congratulates on the great >> show, so I left be here. Thanks >> for rebranding as the market shifts. Great time to have a rebrand, certainly when it means something more. Multi cloud hybrid cloud Google Cloud Platform now and those that cube bring you live coverage here from the floor at Google next twenty nineteen. Stay with us for more after this short break.

>> Announcer: Live from Las Vegas, it's theCUBE, covering NetApp Insight 2018. Brought to you by NetApp. >> Welcome back to theCUBE, we're live at NetApp Insight 2018 from the Mandalay Bay, in Las Vegas, I'm Lisa Martin, my co-host for the day is Stu Miniman. We're welcoming back two distinguished alumni to theCUBE, we've got Anthony Lye SVP and GM of the Cloud BU at NetApp. Hey, Anthony, welcome back. >> Hello, thank you very much. >> Fresh from the keynote stage. And we've also got a Tad Brockway, the head of product Azure Storage, Media and Edge at Microsoft, Tad, welcome back. >> Yeah, thank you. >> So guys, this is day one, keynote this morning, it was standing room only, 5,000 plus people here, Jean English was on your CMO of NetApp and said, most ever customers and partners under one roof at NetApp. So that's exciting. Let's talk about partnerships. NetApp has been around 26 years and the slide of partners and sponsors this morning was like a NASCAR slide. Tell us Anthony, about what you guys are doing, and how you're evolving your relationship with Microsoft? >> Oh, I mean, I think of all the relationships, Microsoft is unique. Tad and I have worked together now for over a year. >> Yeah, yeah. >> And it's an engineering relationship. There is absolutely no doubt about it. We are doing things in Azure that nobody else has ever done. I think we sort of bring 26 years of NetApp experience to the infinite possibilities that Azure brings to its customers. It's transformation based on, very reliable infrastructure. So you get all the forward looking values of Azure, complemented by the 26 years of NetApp. >> Yeah, it's a great way to-- >> So a year ago, at this very event, NetApp Insight 2017, you announced some exciting things. One of them being Azure NetApp files. >> Anthony: Correct. >> Tell us about, a year later, where you are with that? I know McKesson, big brand in healthcare, they're going to be on stage tomorrow, give us a little bit of perspective about what that announcement has transformed into, one year in? >> Well, let me give you my perspective and then Tad, you should obviously give the view of Microsoft. For NetApp, it's given our customers confidence and confidence in their choice of public Cloud, that they now feel that Azure has distinct advantage in that it can land workloads that today currently run on NetApp. And they have the confidence that Microsoft has selected NetApp, that Microsoft will sell the service, Microsoft will support the service, Microsoft will build the service. I think we've also done something quite unique in the way the service is delivered. We could have just thrown up storage and said to customers, "You manage it." But I think together, we wanted to try and provide almost like dial tone, we just wanted storage to be there, and we wanted to give people performance guarantee. So they felt very comfortable picking a particular performance level with a particular workload. And that's not been done before. So, we're seeing fantastic results from customers, we have a backlog that's growing by the day, and customers who have been onboarded onto the system, have rave things to say about it. You'll hear from one of those customers tomorrow on stage with Tad and I. But Tad, how would you characterize the year? >> Yeah, sure. So, a lot of engineering effort, and that's the thing that makes this, customers don't care about how something is implemented, they care about the value that they get out of it. But it's because we've put so much effort into this across our companies, from an engineering standpoint, that there's nothing like this in the industry today. As we roll this out into Azure regions around the world, it is going to be a highly differentiated offering. And that's because fundamentally, what we're doing is, we're bringing Azure NetApp into Microsoft data centers, and we're wiring NetApp ONTAP directly into Azure. So we've worked together on the design for some advanced networking capability, all the way down to the switch level, where we have very low latency, very high throughput from the Azure Public Cloud, all of the infrastructure, all of the customers VMs, directly into ONTAP, very low latency, very high bandwidth. So all of the performance characteristics of ONTAP on-prem, and then bringing that into the Public Cloud. So you get really a no compromise transformation for your existing apps and you get the ability to provision that app volumes in a way that is fundamentally unique, it fits with the whole Cloud paradigm of being able to pay for your resources as you go, the democratization of IT so that individual business units can go provision volumes. So it really is Cloud paradigm plus all of the performance capabilities of ONTAP. >> I wonder if we can unpack that a little bit. When I think about Microsoft and NetApp, you both have really, it's called today Hybrid Multi Cloud. But Microsoft it's been given a lot of credit that it's got a strong Hybrid strategy. When I think back, I mean, Microsoft's always had storage as part of the Stack. If today, and Azure Stack, you've got Storage Spaces Direct, you've got a Cloud first strategy. So I want to be able to do the same thing in public Azure as when I'm building solutions, put it in the environment, can you help connect, where does that this ONTAP solution fit in there? Because, some people would say, "Well, come on Microsoft, "wouldn't you just build this with your own solutions?" Why do you turn to NetApp? >> So, it's true, I guess, the spirit, I think the spirit of what you're asking is, it's an observation that what brings our companies together is an appreciation for enterprise customers being able to do things on their terms. That involves customers taking existing IT workloads and then transforming them over to the cloud, as opposed to zeroing everything out and starting over, that's just not realistic. So, it's the strategy for Microsoft and the strategy for NetApp, and then our partnership together to meet customers where they are, help them evolve. So scenarios like Hybrid, they fit very nicely within that and Microsoft's portfolio with Azure Stack and some of the other things that we're doing there with Data Box, and so on. These are edge investments that are intended to extend the reach of Cloud into customer environments. And then to make it really easy for customers to take their existing assets, and then take advantage of the Cloud. That fits with the whole model of what we're doing with ONTAP as well. >> Anthony, we would love to hear your piece because there's NetApp pieces that are going into the Cloud but we see Microsoft, the Cloud is the starting point, we start in the public Cloud, and then that pushes out to the edge. >> Yeah, I think, I would make two points, I think, just to reinforce what Tad said, that there's just a technology that sits behind the file system that you cannot underestimate the importance of what Dave Hitz really started. I mean, ONTAP does things that no other file system can do. It manages the data in a very particular way, it allows us to run NFS and SMB protocols on the same volume for certain use cases. It has almost linear performance throughput characteristics. And we've been able to take that file system and then build intellectual property for certain workloads. So, NetApp is really the most commonly deployed platform for SAP. We are probably still the biggest platform for Oracle Database deployment, for MySQL deployment. So I think there's a technology, I think there is a sort of a history and legacy in Linux and open source based workloads, that we have an understanding of that adds to Microsoft. Now, the second point I would say is, I personally agree very much with Tad, but I think what you're going to see is IT will be redefined by Cloud. What I mean by that is, the Cloud will essentially establish the baseline and then push itself and it's sort of it's own access control lists, security models, those will end up getting pushed back to IT. So I think you're going to see a Cloud defined IT business as opposed to an IT defined Cloud. >> Yeah, I buy that. >> And I think there's just so much elegance and simplicity and scalability in Azure. Now, they had 25 years of watching everybody else make a mess of legacy IT, and now Azure is such a pure environment that it can extend, I think, and provide tons of value outside of Azure. >> So you guys mentioned, I think, Anthony, you mentioned when we kicked off, that this is really kind of an engineering partnership, when if we look at the history that both NetApp and Microsoft, have massive install basis of customers, customers that didn't start out in the digital era, obviously, customers that are born in that too. I'm curious, you mentioned about IT, from a joint selling standpoint, where are these conversations initiating? Are you talking with the IT folks? Are you going to the business folks who are having a more business outcomes led conversation? So Anthony, I will start with you? >> Well, so I would say, my favorite line about Cloud was, actually a line Marc Benioff quoted which was, what Clouds do is they democratize innovation. And if you think about that for a second, the environments that we grew up in, the big companies had a material advantage in their use of technology. The small companies couldn't afford to do it. You look at Azure now, and any single person on the planet can consume Azure. They don't need permission, in many cases, and ideas that would never get through the business case, can now be started on Azure. And there are so many great ideas and concepts that needed that sort of easy onboarding and services that, machine learning and artificial intelligence, there's a handful of companies that could buy that stuff themselves. Azure gives you access to all of that. So I think what's happening is that democratization has sort of infused more buyers. So what used to be a fairly linear process through the CIO has now been fractured. A lot of application developers are buying by themselves. Line of business people are funding project work sometimes without IT's knowledge. So for us, we wanted to make sure that we could allow traditional customers to extend to Azure, traditional customers to migrate to Azure, but we wanted to build a service that would appeal to the new Cloud buyer. To the application developer, to the data scientist. And I think we've done a very good job doing that. >> Yeah, no, I agree. I think, it's the combination of empowering folks to go do things to increase productivity at the individual business unit level, but then do that with technology that has taken decades of thousands of engineers to develop. This combination, there really is nothing like it in the industry, it's really unique. >> At lunch, I was talking to a couple of users here, and they were a little bit nervous, a little bit excited, going to go through some sort of Cloud certification. Cloud is an opportunity for a lot of people to scale up on new skill sets. I'm sure there's new certification. Can you talk a little bit about how you're helping customers move towards the future? >> Yeah, I think we've sort of, in many ways made, ONTAP, very much a relevant service in Azure and what we hope that means is for all of the people that have been very loyal to NetApp and to ONTAP that their skill set now translates into the Cloud compensations. One of the things we'll say, on stage tomorrow is, Microsoft and NetApp have worked together to create a certification that blends the best of what ONTAP can do for workloads, strategy and design with the wealth of services that Azure has. It's awesome to be onstage with Tad, we provide a critical service, but Microsoft has how many services now, in Azure? >> Tad: Oh, Gosh, hundreds. >> Hundreds and hundreds of services. And as a developer, I feel, you're like a kid in a candy store when you're in Azure, you can switch on almost anything and find services that will do incredible things that you could never get from IT. You could just never get those services. What Microsoft has is a scale so vast, I mean, how many data centers will you be at, by the end of the year? >> Well, we're in 54 regions today, and then each region has multiple data centers. >> Anthony: Hundreds. >> So anyway, we're all over the planet. >> So guys, we're out of time, but just really quickly, so we've seen this evolution, you guys have lived this evolution in the last year. The public preview is out for-- >> Azure NetApp files. >> Azure NetApp files, any Sneak Peek you can give us into what some of your customers are going to be saying tomorrow about the business outcomes like, reducing costs, or speed of transactions, that are going to be here tomorrow? >> You should get Brad up here from McKesson because he's awesome. Brad's been on point for it and I think, you'll hear from a customer tomorrow that they plan to bring the biggest enterprise workloads to Azure. I mean, I think when he names the applications, they are non-trivial applications that couldn't move, but now with Azure Netapp files can. I think he's also going to say that as well as benchmarking very well at the big workloads, we actually benchmark very well on the cost curve. That we can migrate workloads and give very good cost, I think characteristics as well as performance. So we've tried to give people that two dimensional flexibility. >> Well, that's going to be something not to miss. So if you're here at NetApp Insight, check it out, if you're not, watch it on their live stream. Tad, Anthony, thanks so much for joining-- >> Thank you, very much. >> Stu and me and sharing with us the momentum and the vision that you're now seeing manifest. We appreciate your time. >> Perfect, thank you. >> From Stu Miniman and I'm Lisa Martin, you're watching theCUBE Live from Las Vegas, NetApp Insight 2018, stick around we'll be back after a short break.

>> Live from Washington, D.C., it's theCUBE! Covering Inforum D.C. 2018. Brought to you by Infor. >> Welcome back to the Walter Washington Convention Center, we're in Washington D.C., the nation's capital of course, as we continue our coverage here on theCUBE of Inforum 2018. Along with Dave Vellante, I'm John Walls, it's a pleasure welcoming Dhiraj Shah in with us, the CEO of Avaap. Dhiraj, thanks for joining us this afternoon! >> Good to see you again! >> Absolutely, big pleasure, it was great talking to you for the last two years, and a pleasure to be back here. >> Yeah, I'm always curious, I mean Avaap, I've read a little bit, I mean the five letters of Sanskrit language, what do the five letters represent? I mean how did you come up with the title? >> You know, that's the first question that gets asked, the two questions I get. >> Sorry to be cliche, but I'm just really curious! >> No, no, the two questions is, "Why did you start Avaap?" and the other question is, "What is Avaap?" and it's actually five elements in Sanskrit and each of them are tied to a cultural value that we hold at Avaap, so, Agni, which is fire stands for passion, 'cause I'm a deep believer of being very passionate in what you do; if you're passionate, you'll follow through and it won't feel like work. Water is tied to innovation, sky is tied to goals, we're very ambitious. We've been able to have a rocket ship type of growth, so far, and we continue to aspire to do more. We have Earth, which is tied to eco conscience, cause we like to be globally eco conscious and genuine in what we're doing. And then air, which is transparency. I think we live in a world that, you really don't need a lot of bureaucracy, and the more there is transparency, the better there is organizational development. >> Gotcha, well thank you, I appreciate the rundown. So services and solutions, and the relationship with Infor, walk us through that a little bit, of why you're here. >> Absolutely, so, we are Infor's most decorated partner, so I'd like to say that, because we just came off the stage getting four awards with Infor this year. >> Congratulations! Fantastic. >> Yeah, thank you very much. They were overall partner of the year five years in a row. Our partnership with Infor, started five years ago, before that it was with Lawson. So when Charles Phillips and the team came on board, I was in the back of the room, and I heard Charles kind of lay out his vision in 2012. And he said "I want to do two things, I want to make software that is industry specific." And this is coming at a time where everything was one size fits all. And he said "We want to reinvent the software that's driven for future technologies. Cloud, mobile, big data." Right? So I had a great opportunity, and we made a momentous decision of parking all our eggs in the Infor basket, and just doing Infor. And that served us well of going from 20, at that point we were like 25 employees, to having over 450 today. >> Wow! And we've talked about this in the past is you got in early, and now you're seeing some of the big guys come in, so you have to stay ahead of them. How are you doing that, and why are you succeeding? >> You know it's not necessarily always being ahead, so that actually, that's a question I got, is that Deloitte's here, Accenture's here, Capgemini is here, do you feel threatened? We actually don't, because it's a validation of what's occurring in this eco system with the big system integrators coming in. And with a rising tide, all boats rise. So we've actually partnered with some of these large SIs, because there's roles that they play and we let them do a lot of business transformation, change management, program management, and we do what we do best, which is Infor knowledge, and consulting services. >> The deep, deep Infor, that's kind of, it's ironic, right? Infor's specialty is the last mile, micro-industry capabilities, and that's really kind of how you specialize is deep Infor expertise. >> Exactly, yeah. >> So give us an example of, you go through an engagement, you got one of the big SIs and they're going to do their big global thing, business process change, they really are global in scale, et cetera. Where do you come in? where does Infor sort of, where does their micro services, or micro-function leave off, and where do you pick up? >> So yeah, I'll give you a real world example, in fact, I was just with this customer earlier this morning, Christus Health, they are one of the largest health systems in the country, 60 hospitals, close to 60 thousand employees. They're looking for transformation on their ERP, full suite, HCM, Supply Chain, Financial. Went through a large system selection process the usual competitive race with Oracle, Workday, Infor, kind of being in that race. It was down selected to Infor and Oracle as the two lenders that had full capabilities that they were looking for. And then once they made their decision on Infor as their vendor of choice, they did a services RFP, which we partnered with Deloitte, because the scope of that was, as I said earlier, around business transformation services, that we didn't have in our bag. And Deloitte does not have the 20 years of expertise, the deep Infor knowledge around the solutions of Infor, that we have within our healthcare team. So, we bridged and built an alliance, that, today is starting the project journey in Infor, Deloitte, Avaap, Christus, to make that project a success. >> In the capabilities that you, that they were looking for, that you said that Infor and Oracle had, were what? the coverage of the functionality across the suites, was it the cloud capabilities? What's the high level of that? >> So the one thing that I will tell you, is the consumer, in this case the healthcare market, if we talk about them, is getting extremely knowledgeable, so the way it's starting is around cloud. So gone are the days, I see a lot of commercials out there about real cloud, artificial cloud, private cloud, public cloud, there's a lot of education already around single tenant, and multi-tenant, and they understand. So it starts with the cloud platform, that is the software provider on a stable, secure cloud platform, and are the applications hosted on a multi-tenant, as opposed to individually hosted for each customer. And then they break it down into the different buckets of the applications, within HCM, within Supply Chain, within Financials to see what not a product features. So gone are the days of looking at feature functionality, but their business processes, and best practices. And that's really, in my opinion, where Infor really came ahead at Christus. >> In the multi-tenant verses hosted, I mean, Vodka would say, "Well why would a customer care?" I'm presuming the customer cares because when you do a software release, it's just seamless, right? Verses okay, we got to freeze the code, and do an upgrade, it's more disruptive. Is that why? >> Yes, that's definitely a large portion because over the period of time, every time there is a manufactured change on the software side, development chain, you're adding code that impacts a customer to have to take their system down, and then bring it back up, and here it's done without the customer even finding out, so it's a huge advantage. The second advantage is a cost, which in today's world not as much, because hardware's become very cheap. But it's still conquered hardware that's sitting on the premise, as opposed to individually putting it out there, as opposed to having one system that's scalable. And then your third is security, on multi-tenant capable software, it's more secure than your single tenant capability. >> And Avaap brings that to the table. So it's not, I mean Infor has the micro-vertical function, so yours is what? Onboarding, implementation, training, those kinds of things? >> Yeah, so it starts with helping them align, and educate on the system selection on what it does. So we have a offering called Align and Define that allows customers to prepare for the cloud, to take steps today, and educate them on what needs to be done. Once they do that, then it's going through the implementation process, and post-implementation is optimization. So on the optimization side, Avaap also has capabilities on our EHR side. So one of the big challenge in healthcare, is a wall that exists between the ERP and the EHR, you have your Oracle and Infor on the ERP side, and then you have Epic and Cerner on the EHR, and there's a wall there, one doesn't talk to the other. And the systems need to be really integrated, to be able to drive efficiency and cost benefits for that, so that's one of the things that we're heavily invested in. >> Well healthcare is your biggest business, right? >> Right. >> So what's goin on these days? You obviously, last sort of wave was Obamacare, Affordable Care Act, there's some uncertainty around that, certainly meaningful use is still a big deal for a lot of healthcare providers, EMR is still you know, a big deal. What are the hot trends, what are the drivers, and how are you guys responding? >> ERP. ERP is the hottest trend right now in the healthcare market, so there's a lot of fatigue with healthcare having gone through meaningful use over the last decade of spending hundreds of millions of dollars, of putting in the EHR platforms. So that fatigue, and that focus on EHR has led to no real advancement on the ERP side. And that's why we're in a midst of what I think, is one of the largest wave in the healthcare industry are on ERP platforms that we're seeing, there were 55 system selections done, just in the last 12 months. My personal view is that over the next three to five years, we're going to see 80% of healthcare systems swap or upgrade their ERP platforms. >> Wow. Okay, please, go ahead. >> So swap-- what's... the fundamental of that decision? >> So there are a lot of legacy providers, so the market is going to get consolidated, so we, I know we always talk about Oracle, Infor, Workday, but there is a lot of other providers, there's, if you count mid market and up, there's 5,000 health systems out there that's customer base. >> Very fragmented, isn't it? >> Very fragmented. >> Okay, alright. >> So there's McKesson as an example. McKesson had a big ERP platform, officially said that they are stopping development on it. And that's going to create a void that needs to be filled. There's Meditech on the lower end of the spectrum that serves these regional, individual health system that exist in rural areas. So those systems are, need to be upgraded, because the rural systems of most of anywhere else that have connectivity issues need the cloud platforms to kind of go through. >> Yeah I mean a lot of these, a lot of these healthcare platforms were, they were literally, they were born in the mini-computer era it was a mantra, let's buy a VAX, and we'll become a valuated re-seller, and healthcare was such a huge opportunity, and so under technologized, not a word but, and then over the years, these systems just kept getting updated, now they're just left with this fossilized mess, right? >> Absolutely >> And the cloud comes in and that's really driving a lot of the change. >> Yeah, and Infor couldn't be positioning itself in a better time, to make the change. I think Charles was very visionary, and kind of reinventing the old Lawson platform, and making it multi-tenant, cloud enabled, for the healthcare industry, specifically written. So the last mile functionality that we talk about in supply chain that Infor has is unmatched, in our opinion, in the field today. >> Who does that last mile functionality, if it's not embedded in the applications like Infor, is it the SI, is it some other internal software developer? >> So, the software developers as Infor is, trying to build that as much in the software as they can. But there's always extensions, which is where tools from the Infor OS, as an example come in, to allow to build the extensions that allow us to then have that capability. >> You do that work, is that right? >> We do that work, absolutely. >> Okay, and then, how do you deal with Infor in terms of just not getting in the way of their road map? Soma's got his ERD pipeline, and you don't want to just do something that he's going to do in week, a month or a year. How do you communicate with those guys, and how do you find the white space? And then does it somehow get back into the platform and become advantageous for others? >> So Soma has spent 4 billion dollars on product, that's the budget his board gave. I can't go in front of my board, ask for that kind of budget, then I'd be out. >> Well you could. >> I could, yeah >> It could be some good laughs >> Yeah, so we are realistic in what we can do. So the extensions we build are very specific, and not necessarily product centric. We have a good relationship with the product development team, that allows us to see their road map and make sure. So an example I'll give you is test automation. So we've built an automation framework using an industry recognized platform, and customized it for the ERP, for healthcare. So, regression testing is one of the largest pin point, manual, laborious, takes a business uses away. So this tool, called Avaap Test Automation, which has been in the field, we have, close to 100 customers using it, allows us to automate that entire regression testing sidle, and is an accelerator that condenses the entire implementation life cycle. >> You've got, we've talked a lot about healthcare, you have another interest inside of your business, with a little Beatles connection. So fill us in on that a little bit. >> Yeah, so two of the four awards we got, one, and I definitely want to talk on both of them, because those are important parts of our business, One is retail, we did get retail partner of the year award, and Stella McCartney, is our project that we're actively working on in UK. She, Stella McCartney, is Paul McCartney's daughter, and has built a very reputable shoe company, that's a brand highly sought after, and we're working on modernizing their ERP applications, using cloud suite fashion, which has the underlying technology base on M3 platform. >> She loves you, yeah, yeah, right? >> That's cool, that is cool! >> Absolutely! >> That's great, well Dhiraj, thanks for being here, thanks for sharing the story! >> Absolutely, thank you very much. >> Congratulations on all the progress! >> It's always good to be here! >> It is full speed ahead. Good for you. Dhiraj Shah from Avaap >> Thank you! >> Back with more on theCUBE. We're at in Informen, Informer rather, (laughs) I did it again, didn't I? >> Inforum! >> Inforum! >> I'll step in when you need me! (laughing) >> 2018, D.C. Did it again. >> Excellent! (bubbly music)

>> Live, from San Francisco, it's The Cube! Covering DockerCon '18. Brought to you by Docker and its ecosystem partners. >> Hey, welcome back to The Cube. We are live at DockerCon 2018 on a beautiful day in San Francisco. We're glad you're not playing hooky though if you're in the city because it's important to be here watching John Troyer and myself, Lisa Martin, talk to some awesome, inspiring guests. We're excited to welcome two Docker captains, that's right, to The Cube. We've got Nirmal Mehta, you are the chief technologist of Booz Allen. Welcome back to The Cube. And, we've got Bret Fisher, the author of Docker Mastery. Both of you, Docker captains. Can't wait to dig into that. But you're both speakers here at the fifth annual DockerCon. So Bret, let's talk, you just came off the stage basically. So, thank you for carving out some time for us. Talk to us about your session. What did you talk about? What was some of the interaction with the attendees? >> Well the focus is on Docker Swarm and I'm a assist admin at heart so I focus on ops more than developer but I spend my life helping developers get their stuff into production. And so, that talk centers around the challenges of going in and doing real work that's for a business with containers and how do you get what seems like an incredible amount of new stuff into production all at the same time on a container ecosystem. So, kind of helping them build the tools they need, and what we call a stack, a stack of tools, that ultimately create a full production solution. >> What were some of the commentary you heard from attendees in terms of... Were these mostly community members, were there users of container technology, what was sort of the dynamic like? >> Well you have, there's all sorts of dynamics, right? I mean you have startups, I think I took a survey in the room because it was packed and like 20% of the people in the room about were a solo DevOps admin. So they were the only person responsible for their infrastructure and their needs are way different than a team that has 20 or 30 people all serving that responsibility. So, the talk was a little bit about how do they handle their job and do this stuff. You know, all this latest technology without being overwhelmed and, then, how does it grow in complexity to a larger team and how do they sustain that. So, yeah. >> Bret, it's nice that the technology is mature enough now that people are in production, but what are some of the barriers that people hit when they try to go into production the first time? >> Yeah, great question. I think the biggest barrier is trying to do too much new at the same time. And, I don't know why we keep relearning this lesson in IT, right? We've had that problem for decades of projects being over cost, over budget, over timed, and I think with so much exciting new stuff in containers it's susceptible to that level of, we need all these new things, but you actually don't, right? You can actually get by with very small amounts of change, incrementally. So, we try to teach that pattern of growing over time, and, yeah. >> You mentioned like the one person team versus the multi-person team kind of DevOps organization. Does that same problem of boiling the ocean, do you see that in both groups? >> Yeah, I mean you have fundamentally the same needs, the same problem that you have to solve, but different levels of complexity is really all it has to do with and different levels of budget, obviously, right? So, usually the solo admin doesn't have the million dollar budget for all the tools and bells and whistles, so they might have to do more on their own, but, then, they also have less time so it's a tough row to hoe, you know, to deal with, because you've got those two different fundamental problems of time and money and people are using the most expensive thing. So, no matter what the tool is you're trying to buy, it's usually your time that's the most valuable thing. So how do we get more of our time back? And that's really what containers were all about originally was just getting more of our time back out of it and so we can put back into the business instead of focusing on the tech itself. >> Nirmal, your talk tomorrow is on empathy. >> Yes. >> Very provocative, dig into that for us. >> Sure, so it was actually inspired by a conversation I had with John a couple years ago on Geek Whisperers podcast and he asked the folks on that show, yourself included, asked if there was an event in my past that I kind of regret or taught me a lot. And it was about basically neglecting someone on my team and just kind of shoving them away. And, that moment was a big change in how I felt about the IT industry. And, what I had done was pushed someone who probably needed that help and built up a lot of courage to talk to me and I kind of just dismissed him too quickly. And, from there, I was thinking more and more about game theory and behavioral economics and seeing a lot of our clients and organizations struggle to go through a digital transformation, a DevOps transformation, a cultural transformation. So, to me, culture is kind of the core of what's happening in the industry. And so, the idea of my talk is a little bit of behavioral economics, a little bit of game theory, to kind of set the stage for where your IT organization is probably kind of is right now and how to use empathy to get your organization to that DevOps and to a more efficient place and resolve those conflicts that happen inherently. And, somehow tie that all together with Docker. So, that's kind of what my talk is all about. >> Nice, I mean what's interesting to me, Lisa, is that we do Cubes and there are many Cubes actually all across the country during conference season, right? And we talk to CEOs and VPs of very large companies and even today, at DockerCon, the word 'culture' and the talking about culture and process and people has come up every single interview. So, it's not just from the techies up that this conversation is going... this DevOps and empathy conversation is going on, it seems to be from the top down as well. Everyone seems to recognize that, if you really are going to get this productivity gain, it's not just about the tech, you gotta have culture. >> Absolutely, a successful transformation of an organization is both grassroots and top down. Can't have it without either. And, I think we inherently want to have a... Like, we want to take a pill to solve that problem and there's lots of pills: Docker or cloud or CICD or something. But, those tools are the foundational safety net for a cultural transformation, that's all that it is. So, if you're implementing Docker or Jenkins or some CICD pipeline or automation, that's a safety blanket for providing trust in an organization to allow that change in the culture to happen. But, you still need that cultural change. Just adopting Docker isn't going to make you automatically a more effective organization. Sorry, but it's just one piece and it's an important piece but you have to have that top down understanding of where you are now as an organization and where you want to be in the future. And understanding that this kind of legacy, siloed team mindset is no longer how you can achieve that. >> You talked about trust earlier from a thematic perspective as something that comes up. You know we were at SAP Sapphire last week and trust came up a lot as really paramount. And that was in the context of a vendor/customer relationship. But, to your point, it's imperative that it's actually coming from within organizations. We talk a lot about, well stuff today: multi-cloud--multi-cloud, silos-- but, there's also silos with people and without that cultural shift and probably that empathy, how successful, how big of an impact can a technology make? Are you talking with folks that are at the executive level as well as the developer level in terms of how they each have a stake and need to contribute to this empathy? >> Yeah, absolutely. So, the talk I'm doing is basically the ammunition a lower level person would need to go up to management and say, hey, you know this is where the organization is, this is what the IT department kind of looks like, these are the conflicts, and we have to change in order to succeed. And a lot of folks don't. They see the technology changes that they need. You know, adopting the new javascript framework or the new UX pattern. But, they might not have the ammunition to understand the business strategy, the organizational issues. But, they still need that evidence to actually convince a CTO or a CEO or a COO for the need to change. So, I've talked to both groups. From the C-level side, I think it comes from the inherent speed of the industry, the competitive landscape, those are all the pressures that they see and the disruptions that they are tackling. Maybe it's incumbent disruption or new startups that they may have to compete with in the future. The need for constant innovation is kind of the driver. And, IT is kind of where all that is, these days. >> That's great. Building on the concept of trust and this morning at the keynote, Matt Mckesson where they talked about trusting Docker, trusting Docker the company, trusting Docker the technology. Almost the very first words out of Steve Singh's mouth this morning were about community. And, I think community is one of the big reasons people do trust Docker and one of the things that brings them along. You guys are both Docker captains, part of a program of advocacy, community programs. I don't know, Bret, can you tell us a little bit about the program and what's involved in it? >> Yeah, sure. So, it's been around over two years now and it actually spawned out of Docker's pre-existing programs were focusing on speakers and bloggers and supporting them as well as community leaders that run meetups. And they kind of figured out that a key set of people were kind of doing two or three of those things all at once. And so, they were sort of deciding how do we make like super-groups of these people and they came up with the term Docker captain It really just means you know something about Docker, you share it constantly, something about a Docker toolset, something about the container tools. And that you're sort of... And you don't work for Docker. You're a community person that is, maybe you're working for someone that is a partner of Docker or maybe you're just a meetup volunteer that also blogs a lot about patterns and practices of Docker or new Docker features. And so, they kind of use the engineering teams at Docker to kind of pick through people on the internet and the people they see in the community that are sort of rising out of all the noise out there. And they ask them to be a part of the program and then, of course, we get nice jackets and lots of training. And, it's really just a great group of people, we're about 70 people now around the world. >> And yeah, this is global as well, right? >> Oh yeah, yep. It's one of my favorite aspects is the international aspect. I work for Booz Allen which is a more US government focused and I don't get to interact with the global community much. But, through the Docker captain program got friendships and connections almost on every continent and a lot of locations. I just saw a post of a Docker meetup in like, I think it was like Tunisia. Very, very out there kind of places. There was a Cuban one, recently, in Havana. The best connections to a global community that I've ever seen. I think one of the biggest drivers is the rapid adoption and kind of industry trend of containerization and the Docker brand and what it is basically gave rise to a ton of folks just beginners, just wanting to know what it's all about. And, we've been identified as folks that are approachable and have kind of a mandate to be people that can help answer those initial questions, help align folks that have questions with the right resources, and also just make it like a soft, warm, fuzzy kind of introduction to the community. And engage on all kinds of levels, advanced to beginner levels. >> It was interesting, again, this morning, I think about half the people raised their hands to the question, "is it their first year?" So, it still seems like the Docker, the inbound people interested in Docker is still growing and millions of developers all over the world, right? I don't know, Bret, you have a course, Docker Mastery, you also do meetups, and so I'm curious like what is the common pathway or drivers for new folks coming in, that you see and talk with? >> Yeah, what's the pathways? >> Yeah, the pathway, what's driving them? What are they trying to do? Again, are they these solo folks? >> Yeah, it's sort of a little bit of everything. We're very lucky in the course. We actually just crossed 55,000 students worldwide, 161 countries on a course that is only a year old. So, it kind of speaks to the volume of people around the world that really want to learn containers and all the tools around them. I think that the common theme there is I think we had the early adopters, right, and that was the first three or four years of Docker was people that were Silicon Valley, startups, people who were already on the bleeding edge of technology, whether it was hobbyist or enterprise. It was all people, but it was sort of the Linux people. Now, what we're getting is the true enterprise admins and developers, right. And that means, Microsoft, IBM mainframes, .Net, Java, you're getting all of these sort of traditional enterprise technologies but they all have the same passion, they're just coming in a few years later. So, what's funny is, you're meetups don't really change. They're just growing. Like what you see worldwide, the trend is we're still on the up-climb of all the groups, we have over 200 meetups worldwide now that meet once a month about Docker. It's just a crazy time right now. Everything's growing and it's like you wonder if it's ever going to stop, right How big are we gonna get, gonna take over the world with containers? >> Yeah, about 60% or more of all our meetups are completely new to Docker. And, it ranges from, you know, my boss told me about it so I gotta learn it or I found it and I want to convince other people in my organization to use it so I need to learn it more so I can make that case or, it's immediately solving a problem but I don't know how to take it to the next level, don't know where it's going, all that. It's a lot of new people. >> I get students a lot, college students that want to be more aggressive when they get in the marketplace and they hear the word 'DevOps' a lot and they think DevOps is a thing I need to learn in order to get a job. They don't really know what that is. And, of course, we don't even. At this point, it's so watered down, I don't know if anyone really knows what it is. But eventually, they search that and they come up with sort of key terms and I think one of those the come up right away is Docker. And they don't know what that is. But, I get asked the question a lot, If I go to this workshop or if I go the meetup or whatever, can I put that on my resume so I can get my first job out of school? They're always looking for something else beyond their schooling to make them a better first resume. So, it's cool to see even the people just stepping into the job market getting their feet wet with Docker even when they don't even know why they need it. >> It sounds like a symbiotic thought leadership community that you guys are part of and it sounds like the momentum we heard this morning in the general session is really carried out through the Docker captains and the communities. So, Nirmal, Bret, thanks so much for stopping by bringing your snazzy sweatshirts and sharing what you guys are doing as Docker captains. We appreciate your time. >> Thank you. >> Thank you. >> We want to thank you for watching The Cube. I'm Lisa Martin with John Troyer. We're live at DockerCon 2018. Stick around, John and I will be right back with our next guest.

>> Live from San Francisco, it's theCUBE, covering DockerCon 18. Brought to you by Docker and it's ecosystem partners. >> Welcome back to theCUBE's coverage of DockerCon 2018 in beautiful San Francisco. It's a stunning day here. We're at Moscone West, I'm Lisa Martin with John Troyer. Very honored to welcome to theCUBE, for the first time, the CEO of Docker Inc., Steve Singh. Welcome, Steve. >> Hi Lisa, very nice to meet you. John, how are you? >> So the general session this morning, standing room only between five and six thousand people. I gotta say a couple things that jumped out at me. One, coolest stage entrance I've ever seen with this great, if you haven't seen it from the livestream, this, like, 3D Golden Gate Bridge and I loved that and I loved the demo of Docker Desktop that your kids did, fueled by Mountain Dew, which actually single handedly got me through college here in San Francisco. So, the momentum that you guys, it was kicking off with a bang. >> Yeah, I, look, I've got a great team and one of the things we wanted to communicate this morning is that you're seeing a massive transformation in the world of software. And this transformation is enabling every company in the world to think about their business in a new light. To think about how their business meets customer needs in a way that's much more personal, in a way that delivers more value. And this is the beauty of where Docker is, right, we have a chance to help literally every company in the world. And that's the part, honestly, that gets me excited, is, like, how do you help other people go create amazing businesses? And so this is, I couldn't be more happy to be at Docker. >> Steve, keying on that, one of the customers on stage today, McKesson. >> Yeah. >> And I loved Rashmi Kumar came out and talked about future-proofing for applications, their infrastructure, their applications in partnership with Docker. >> Yeah. And that implies a certain amount of trust that they have in Docker and Docker's technology platform and in partnering with you. You come from a, so you've been at Docker for about a year now, right? Came in as CEO. Docker is still a small company, a couple hundred folks but punching way above its weight with a huge community impact. How do you, and, you know, you've worked with the biggest companies in the world, how do you come in and establish that trust and help reassure them that you're gonna be a good partner for them and, kinda, what are you seeing with your customers? >> It's a great question, John, and look, there's maybe two or three pieces of how we think about that. The first thing, trust is very human, right? You've gotta know that you're walking into a situation as a vendor and as a customer but really as partners. And you're trying to solve a problem together. Because the reality is, this transformation that companies are going through is the first time in 40 years that this kind of transformation has happened. Second is, the technology stack is still in the early stages. Now, it's incredible and it enables amazing things, but it's still in the early stages. So both of us have to walk into the relationship knowing that, you know what, sometimes it won't go perfect, but guess what? We're gonna be, you know, if it doesn't go perfect we're gonna honor everything we ever committed to you and the same thing on the customer's side. They look at it and say, "I may have actually described my needs differently than what they actually are." And that's what a real partnership is. That's number one. Number two is, trust is driven by culture. And one of the things that I love about Docker is that we see our place in the world but we wanna make sure the customer always has choice. We wanna make sure that if we do a great job the customer will choose to work with us. If we don't, they should have the choice to go somewhere else. And that's what our platform enables, is the choice to be able to work with anybody you'd like to work with, whether you're the developer or you're an operator or you're an IT, I'm sorry, an architect, or the executive. The other piece around this is that part of the value of Docker is it's not just the 400 people of our company, right? There's 5,000 members of our community that are adding value to our community. One of the things that I wanna make sure we do for our community is help them not just innovate on this incredible platform but how do we help them take their innovations to market? And so that's part of the ethos of our company. >> One of the things that you talked about this morning that I thought was really compelling was, you said software innovation used to be, for the last 40 years, it's been driven by tech companies. That's changing. You talked about distributed innovation and distributed consumption. How is Docker helping to, culturally, I don't wanna say instill, but helping to influence, maybe, organizations to be able to distribute innovation and be able to share bi-directionally? >> Yeah, so, a great question, Lisa. So, first of all, is there's a cultural change within companies. When you think about the next generation or the next 40 years being, software being driven from non-technology companies. First of all, we're seeing that. Second is that it requires a cultural change within the business but that change is critical 'cause in the absence of becoming more of a software company your business is gonna be under threat, right? From the competing business. Look at what Netflix has done in media compared to every other media company. That same example applies in every single industry. Now, the way that we help enable that software transformation is to provide a platform that is so easy to use that it doesn't require a lot of training. Now this is complicated platforms, so, yes you have to be a fantastic developer or an IT professional but our job is to take complicated technology like container management software, orchestration layers like Swarm or Kubernetes, service mesh, storage networking, all of those, and make it so simple and easy to use that your IT department can say, "I can use this platform to effectively future-proof your company," right? So, how do you have a platform that you can build every application on, take all of you legacy applications on, run it, and then run it anywhere you like. >> I think that's been one of the through lines for Docker since the very beginning, that developer experience, right? >> Yes. >> And what's been interesting in Docker's development was, I think for both inside and outside, is kind of, what is Docker Inc, and the project versus the company, what is it selling, what's the commercial aspect here? I think, I kind of think back to my experience at BMWare, where there was an enterprise side and then a huge install base of workstation folks. And it's even stronger with Docker because actually now with Docker Desktop as an application development environment or a, you know, I don't wanna, not quite development environment but, you know, the one you announced today with Docker Desktop. That's an even more valuable through line into the Enterprise Edition. >> Yeah. >> But I don't, so, I guess where I'm heading, Steve, is, can you talk a little bit about the commercial situation? Docker EE as the flagship platform. >> Yeah, of course. >> And, kind of, where we are in the maturity journey with customers right now, it's real and important. >> Absolutely John, but you're bringing up a great point within this. Look, we're both, we're a enterprise software company and we're this incredible community where innovation is being brought in by every member of the community. And there's nothing in the world that says you can't do both. This idea that you're one company versus another, this is nonsense, alright? It's a very narrow view of the world. In fact, I would argue that, more and more, companies have to think about that they have multiple people that they serve. Multiple constituents that they serve. In our case we serve the Enterprise IT organization and we also serve developers. And developers are a critical part, not just of our community, that is the life of every company going forward. Which is why we're so excited about this. That's the life of every company. So, Docker Desktop, the reason we're so excited about it is, first of all, it is the easiest way to engage with Docker, to build applications. And then we feel like there's a lot more innovation that we can actually deliver within Docker Desktop. Alright, so a million new developers joined on Docker Desktop this year. In fact, we're growing about seven or eight percent month over month on that. And so you should expect over the next year another million will be on Docker Desktop. But it's incumbent upon us to say, the only way that we continue to earn the trust of that portion of our constituents, that of the developer community, is to make sure we're innovative, to make sure we're open to allow others to innovate on top of us. >> I'd love to, kind of, explore on audience a little bit. So, in terms of innovation, you know, we know that the companies that have the ability to aggressively innovate, and to do that they have to have the budget, are the ones that stay relevant and that are the most competitive. But I think I saw some stats and I think Scott Johnson said that close to 90 percent of IT budgets are spent keeping the lights on. So you have very little dollars to actually drive innovation. So when you're talking with customers, and you said you just met with 25 of Docker Inc's biggest customers just this morning, are you talking to both the developer guys and girls as well as the C suite? >> Yeah. >> What is, how are you connecting and then, maybe, is it a conversation to enable the developers to be able to sell the value up the stack or is it vice versa? >> A couple of things here, so, first of all, John, I didn't answer part of your question which is the growth in our Enterprise customer base. We've literally doubled it year over year, right? So, more than 500 Global 10,000 companies that are using Docker to run their applications and to manage their applications. The way that we engage with our customers is literally across the entire constituents of that organization, right? A developer by themselves, as genius as that group of people are, you can't deliver the application. And delivering the application is just as important as building it. And so the IT organization, the ops organization is critical. And then there's gotta be an overriding objective. What is it we're trying to do? How do we transform ourselves into a software company? You think about, think about just for example, Tesla, right? When you have a company, and I realize Tesla's stock goes up and down, they're always in the news, but when you have a company that's worth more than some of the biggest automotive companies in the world, you have to ask yourself why. Well, part of the reason why isn't just the fact that we've got an electric vehicle that's better for the environment. Part of it is, it's really as much a software company as it is a automotive company. They have incredible amounts of data about how we use our cars, where we go, and in fact the Tesla cars are actually interconnected. And so, that brings a perspective in how you build cars and how they're gonna be used and how they're gonna be consumed that's radically different than if you're just an auto manufacturer. Now, look, Ford and GM and Volvo are all really smart, great companies and they're quickly moving through to themselves being software companies. >> Steve, can you talk a little bit about ecosystems? Microsoft, on stage this morning, a long partnership with them but also here at the show, right, enterprise folks, Dell and Accenture and I'm just looking down the list as well as Google and Amazon, right? So, you need to be partnering with a lot of folks to make all this work. How are you approaching that? >> John, part of the reason for that is, let's start with a simple premise, is something this large, alright, you can't possibly innovate fast enough on your own, alright? There's seven billion amazing people on this planet. The only way you can really drive mass scale global innovation, is you have to be open, right? I'm literally a guy that was born in a mud house in India, so I certainly appreciate the opportunity to participate in the rest of the world's economy. So we have to be open to say, anybody that wants to contribute, can. Now, obviously we think that contribution has to be within an ethos, right? If your definition of contribution is how do you help your own business, that's not good enough. You have to look at this and say, there has to be choice, in our view, choice, security and agility. So, how do we deliver those values or that ethos to our customers? And if you're willing to do that, man we want to partner with everybody in this space. >> Yeah, I, sometimes I despair of the tech press, although I consume a lot of it and if I never have to read another Swarm versus Kubernetes article again I would be happy. But Kubernetes' all over the keynote and it seems like Docker you all have embraced it and in fact are supporting it in very innovative ways with the cloud providers. In terms of ecosystem can you talk a little bit about-- >> Yeah, well, part of the value of Docker is we simplify very complex things and make it available to our customers to consume with little training, little understanding of the underlying deep technology. And the other part is that it comes back to this idea that innovation will happen everywhere. Why should we view the world as it's our solution or, you know, nobody's? That's nonsense, right? Kubernetes is a fantastic orchestrational entity. Why shouldn't it be integrated into the Docker container platform? And so, as we did that, guess what happened? Our customers, all they saw was, instead of conflict they saw the opportunity to work together. In fact it's been amazing for the growth in our business, that's why ewe doubled year over year. >> Now, collaboration is essential and we were talking with Scott Johnson a little bit earlier today about the internal collaboration but also the external collaboration with customers. You talked about partnerships, I think that the MTA program, the Modernization of Traditional Apps launched about a year ago with Avanade, Cisco, HPE and Microsoft. Tell us a little bit about that, probably around the same time that you came to the helm. You're seeing, you know, customers like Visa, PayPal as part of this program, be able to transform and go to the container journey. >> Yeah, and Lisa, this speaks to an observation you made a few minutes ago about the fact that, you know, 85, 90% of IT budgets are fixed before you even walk into the year. So, look, the Docker platform can be used for any kind of application. Legacy apps, next generation apps that run in the data center, next generation apps that run on Edge devices. But if you accept that 90% of the apps that sit within a company are all legacy apps, well, guess what, that's where their cost is. And then if you marry that to the fact that every CIO has this problem that I don't have a lot of money that's free in my budget. Well, how do we help solve that? And the way we chose to solve it is this Docker MTA solution. Modernizing Traditional Apps. Take your traditional apps, run 'em on the Docker platform, run 'em on any infrastructure you like, cut your app and infrastructure management costs in half. Now, then take that savings and then apply it towards innovation. This is why it resonates with CIO's. I mean, as much as they may love Docker and they may love us, they have a business to serve and they're very, very practical in how they think about, you know, going about their business. >> So with that approach, thanks John, how receptive were those enterprise CIO's to going, "You're right, we've gotta start with our enterprise apps." They don't have the luxury of time, of ripping out old infrastructure and building them on containers or microservices architectures. And these are often mission-critical applications. Was that an easy sell, was that, tell me about that. >> (laughs) Well, nothing's easy but the reality is, is that it, they got it quickly, right? Because it speaks directly to their paying point. And what I'm very proud of with my team is not only were we able to deliver a great product for MTA but we're also helping our customers actually make sure they can migrate these apps over. But what's been really a positive, you know, kind of a signal we've seen, that's still the early stages, is that as our customers are moving their legacy apps to Docker and running 'em on new infrastructure, sometimes public cloud, and cutting costs, they're starting to take that cost savings and actually applying it to their next generation apps. So they're not using Docker for new apps. And so that is, that's the benefit of when you really try to solve the problem the way the customer wants to consume it. >> So, Steve, the user conference, very energizing, right. >> Yeah. >> Already the energy's been good here, you've been doing trainings and certifications, there's people behind us, everyone's talking, so that kind of in some ways sets the tone for the year, so as you and your team go back to the office after this week, you know, what are you looking to do and what can we expect out of Docker? >> I'll just speak to two things. First of all, there's so much innovation we still have to deliver. If anything, you know, I would say my team will tell me I might be pushing a little hard. But you know what, this is the fun, you only have x number of years in life and you should make the most of it. So we're really excited about new apps, we're excited about SecurEdge apps. We're excited about, I don't know if you saw the demo this morning, of Armada, which allows you to run any app on any operating system, on any infrastructure, all from a single pane of glass. Our customers love that and they're very excited about that. That said, you know, this is a, it's a big test. We have a huge opportunity to welcome a lot of other companies, so when you walk around and see 5,000 people that see amazing opportunity, not just for Docker, for themselves, right? That's the secret part of Docker that I love. We're creating jobs that didn't exist before, right? I mean, you see kids coming out of college now getting Docker skills and they're using that to grow their IT profession. In fact, I was just at i.c.stars, this is an amazing organization in Chicago that helps individuals who've been displaced in the workforce learn the IT skills required to come back to the workforce and really help run internal IT organizations. Guess what they're learning? They're learning Docker. So that's, these are the kind of things that get us excited. >> And that's essential for enterprise organizations who, that's one of the challenges they face, was, you know, modernizing the data center, which they have to do, but then it requires new skill sets, maybe upskilling, so it's exciting to hear that you're seeing this investment in people that have an opportunity, the proclivity to actually learn this technology. >> Yeah, this is, we are happy because we help customers but we also create amazing new jobs that, you know, are, certainly our community can still benefit from. >> So, last question, the three themes that came out of your session and really the general session this morning was, you talked about someone's choice, agility and security. Are those the three pillars that you believe Docker, upon which Docker sits as really competitive differentiators? >> Amen, amen, number one, but it's also our values, right? This is rooted in our values and when a company performs best is when their values show up in their products. Because then you're never lost, you'll always know what you're focused on. And you know, when I ran Concur, we had this vision, north star, called The Perfect Trip. And our objective was to always go create a delightful business trip experience. And for Docker I wanna make sure that we have a north star. And our north star is our values and they have to translate directly to what actually helps the customer. >> Love that, the north star. Well, hopefully theCUBE is the north star of modern tech media. Steve, thanks so much for stopping by. >> Thank you, it's wonderful to meet you. It was great to meet you as well and congratulations on the big success. >> Thank you. >> We look forward to hearing-- >> Thank you Lisa, thank you John. >> What's coming out in the next year. >> Thank you. >> And we wanna thank you for watching theCUBE, I'm Lisa Martin with John Troyer today live from San Francisco DockerCon 2018. Stick around, we'll be back after a short break. (upbeat music)

>> Live from San Francisco, it's theCUBE, covering DockerCon '18, brought to you by Docker and it's ecosystem partners. >> Welcome back to theCUBE, we are live at DockerCon 2018 in San Francisco on a spectacular day. I am Lisa Martin with my with my co-host for the day, John Troyer, and we're very pleased to welcome back to theCUBE a distinguished CUBE alumni and Docker veteran, Steve Johnston, Chief Product Officer at Docker. Welcome back. >> Thank you, thank you very much. That's Scott Johnston but that's okay. >> What did I say? Steve? >> Steve. That's okay. >> Oh, I gave you a new name. >> You know, I get that all the time. >> I'm sorry, Scott. >> That's alright. >> This event, between five and six thousand people. >> Yes. >> You were saying in your general session in keynote this morning, that this is the fifth DockerCon. You started a few years ago with just 300 people and when I was walking out of the keynote this morning, I took a photograph, incredible. People as far as the eye can see. It was literally standing room only. >> It's crazy, right? And you think about four years ago, June 2014 when we did our very first DockerCon, here in San Francisco, 300 people, right? And we've gone from 300 to over 5,000 in that time, grown the community, grown the products, grown the partnerships and it's just, it's very humbling, honestly, to be part of something that's literally industry changing. >> You gave some great numbers during your keynote. You talked about 500 customers using Docker Enterprise Edition. >> Yes. >> Some big names. >> Yes. >> MET Life, Visa, PayPal, McKesson, who was on stage and that was a really interesting. McKesson is what, 183 years old? >> Healthcare company, yeah. >> Talking about data, life and death type of data. >> Right. >> Their transformation working with Docker and containers was really pretty impressive. >> It's exciting that companies get their hands on the technology and they start maybe on a small project or a small team but very quickly they see the potential impact of the solution and very quickly, it's almost infectious inside the organization and more and more teams want to jump on, understand how they can use it to help with their applications, their business to get impact in their operations and it just spreads, spreads like wildflower. That was really the story that McKesson was sharing, just how quickly they were seeing the adoption throughout their org. >> I thought that was really interesting and they did point it out on stage, how that developer adoption did help them go to the next level. >> Yes. >> And kind of transform their whole pipeline. >> Yes. >> Now Scott, you've been here the whole line of time and that through line has been, for Docker, that developer experience. >> That's exactly right. >> Now, as Product Lead here, you've got the Docker Desktop side and the Docker EE side and it's clear, there were some great announcements about desktop here, previews today but how do you balance the enterprise side with the developer centric desktop side and that developer experience idea? >> No, it's a great question, John. I'd reshape it almost to say, it's a continuous platform from developer experience to the operation side and you have to stand back and kind of see it as one and less about trading off one versus the other and how do you create an experience that carries all the way through. So a lot of Gareth's demonstration and the Lily Mason play, was showing how you can create apps in Docker very easily as a developer but those same artifacts that they put their apps in to carry all the way through into production, all the way through into operations. So it's about providing a consistent user experience, consistent set of artifacts that can be used by all the different personas that are building software so that they can be successful moving these Docker applications through the entire application development life cycle. Does that make sense? >> It does, thank you. I'd love to get your perspective, when you're talking with enterprises who might have some trepidation about the container journey, they probably know they have to do it to stay agile and competitive. I think in the press release, I believe it was you, that was quoted saying, "An estimated 85% of enterprise organizations are in a multi Cloud world." >> That's right. >> In a multi Cloud strategy. >> That's right. >> So when you're talking with customers, what's that executive conversation like? C level to C level, what are some of the main concerns that you hear and how influential are the developers in that C suite saying, "Hey guys, we've got to go this direction"? >> No, that's right. That's a great question, Lisa and what we hear again, and again, and again, is a realization going on in the C suite, that having software capabilities is strategic to their business, right? That was not always the case, as much as a decade ago, as recently as a decade ago, inside kind of big manufacturing businesses or big verticals that weren't kind of tech first, IT was a back office, right? It was not front and center but now they're seeing the disruption that software can have in other verticals and they're saying, "Wait a minute, we need to make software capabilities a core capability in our business." And who starts that whole cycle? It's the developers, right? If the developers can integrate with the lines of business, understand their objectives, understand how software can help them achieve those objectives, that's where it kicks off the whole process of, "Okay, we're going to build competitive applications. We then need an operations team to manage and deploy those applications to help us deploy them in a competitive way by taking them to the Cloud." So developers are absolutely pivotal in that conversation and core to helping these very large, Fortune 500, hundred year old companies, transform into new, agile, software driven businesses. >> Modernizing enterprise apps has been a theme >> Yes. >> also at Docker for a few years now. >> Yup. >> Up on stage Microsoft demonstrating the results of a multiyear partnership >> That's right. >> between Microsoft and Docker both with Docker integrating well with Windows server as well as, you talked about, Kubernetes now. >> That's right. >> Can you talk a little bit about what the implications of this are? The demo on stage, of course, was a very old enterprise app written in dot net, with just a few clicks, up and running in the Cloud on Kubernetes no less. >> That's right. >> Managed by Docker, that's actually very cool. You want to talk a little bit about, again, your conversations? >> Absolutely. >> Is this all about Cloud native or how much of your conversations are also supporting enterprise apps? >> Tying back to Lisa's question, so how do we help these organizations get started on their transformation? So they realize they need to transform, where do you start? Well guess what? 90% of their IT budget right now is going into these legacy applications and these legacy infrastructures, so if you start there and it can help modernize what they already have and bring it to modern platforms like Docker and Kubernetes, modern platforms like Window Server 2016, it's a modern operating system, modern platforms like Clouds, that's where you can create a lot of value out of existing application assets, reduce your costs, make these apps agile, even though they're thirteen years old and it's a way for the organization to start to get comfortable with the technology, to adopt it in a surface area that's very well known, to see results very, very quickly and then they gain the confidence to then spread it further into new applications, to spread it further into IOT, to spread it further into big data. But you've got to start it somewhere, right? So the MTA, Modernized Traditional Apps, is a very practical, pragmatic but also high, very quick, return way to get started. >> Oh, go ahead. >> Well I just, the other big announcement involving Kubernetes was managing Kubernetes in the Cloud and I wanted to make sure we hit that. >> That's right, that's right. >> Because I think if people aren't paying attention, they're just going to hear multi Cloud and they're going to go on and say, "Well everybody does multi Cloud, Docker's no different, Docker's just kind of catching up." Actually, this tech preview, I think, is a step forward. I think it's something- >> Thank you. >> I haven't actually seen in practice, so I'm kind of curious, again, how you as an engineering leader make those trade offs. Kind of talk a little bit about what you did and how deciding, "Well there's multi Cloud but the devil's in the details." You actually have integrated now with the native Kubernetes in these three Clouds, EKS, AKS and GKE. >> GKE, no that's right. No, it's a great question, John. The wonderful and fascinating but double edged sword of technology is that the race is always moving the abstraction up, right? You're always moving the abstraction up and you're always having to stay ahead and find where you can create real value for your customers. There was two factors that were going on, that you saw us kind of lean in to that and realize there's an opportunity here. One is, the Cloud providers are doing a wonderful job investing in Kubernetes and making it a manage service on their platforms, great. Now, let's take advantage of that because that's a horizontal infrastructure piece. At parallel we were seeing customers want to take advantage of these different Clouds but getting frustrated that every time they went to a different Cloud they were setting up another stack of process and tooling and automation and management and they're like, "Wait a minute. This is going to slow us down if we have to maintain these stacks." So we leaned in to that and said, "Okay, great. Let's take advantage of commoditized infrastructure, hosting Kubernetes. Let's also then take advantage of our ability to ingest and onboard them into Docker Enterprise Edition, and provide a consistent experience user based APIs, so that the enterprise doesn't get tied into these individual silos of tools, processes and stacks." Really, it's the combination of those two that you see a product opportunity emerged that we leaned heavily into and you saw the fruits of this morning. >> I saw a stat on the docker.com website that said that customers migrating to EE containers can reduce total cost by around 50%? >> Yes. >> That's a significant number. >> It's huge, right? You're reducing your cost of maintaining a ten year old app by 50% and you've made it Cloud portable, and you've made it more secure by putting it in the Docker container than outside and so it's like, "Why wouldn't you invest in that?" It shows a way to get comfortable with the technology, free up some cashflow that then you can pour back into additional innovation, so it's really a wonderful formula. That again, is why we start a lot of customers with their legacy applications because it has these types of benefits that gets them going in other parts of their business. >> And as you mentioned, 90% of an enterprise IT budget is spent keeping the lights on. >> That's right. >> Which means 10% for innovation and as we've talked about before, John, it's the aggressively innovating organizations that are the winners. >> That's exactly right and we're giving them tools, we're giving them a road map even, on how they can become an aggressively innovating organization. >> What about the visibility, in terms of, you know, an organization that's got eight different IT platforms, on prem, public Cloud, hybrid- >> Right. >> What are you doing with respect to being able to deliver visibility across containers and multiple clusters? >> That's right. Well that's a big part of today's announcement, was being able ... Every time we ingest one of these clusters, whether it's on prem, whether it's in the Cloud, whether it's a hosted Kubernetes cluster, that gives us that visibility of now we can manage applications across that, we can aggregate the logging, aggregate the monitoring. You can see, are your apps up, down, are they running out of resources? Do you need to load balance them to another cluster? So it's very much aligned with the vision that we shared on stage, which is fully federated management of the applications across clusters which includes visibility and all the tools necessary for that. >> Scott, I wanted to ask about culture and engineering culture >> Thank you. >> The DockerCon here is very, I think we called it humane in our intro, right? There's childcare on site, there's spoustivities, there's other places to take care of the people who are here and give them a great experience and a lot of training, of course, and things like that. But internally, engineering, there's a war for talent. Docker is very small compared to the Googles of the world but yet you have a very ambitious agenda. The theme of choice today, CLI versus GUI, Kubernetes versus Swarm, Lennox and Windows, not versus, Lennox and Windows, you know and, and, and, and now all these different Clouds and on prem. That's very ambitious and each "and" there takes engineering resources, so I'm kind of curious how the engineering team is growing, how you want to build the culture internally and how you use that to attract the right people? >> Well it certainly helps to be the start up that kicked off this entire movement, right? So a lot of credit to Solomon Hykes, our founder, and the original crew that ... Docker was a Skunkworks project in the previous version of our company and they had the vision to bring it forward and bring it to the world in an opensource model which at the time was a brand new language, go language. That was a catalyst that really got the company off and running in 2013/2014. We're staying true to that in that there's still a very strong opensource culture in the company and that attracts a lot of talent, as well as continuing to balance enterprise features and innovation and you see a combination of that on stage. You're also going to see a wonderful combination of that on the show floor, both from our own employees but also from the community. And I think that's the third dimension, John, which is being humble and call it "aware" that innovation doesn't just come from inside our four walls but that we give our engineers license to bring things in from the outside that add value to their projects. The Kubernetes is a great example of that, right? Our team saw the need for orchestration, we had our own IP in the form of Swarm, but they saw the capabilities of Kubernetes is very complimentary to that, or some customers were preferring to deploy that. So, no ifs, ands or buts, let's take advantage of that innovation, bring it inside the four walls and go. So, it's that kind of flexibility and awareness to attract great engineers who want to work on cutting edge, industry building technologies but also who are aware enough of, there's exciting things happening outside with the community and partnering with that community to bring those into the platform as well. >> So Scott, you guys are doing a lot of collaboration internally, but you're also doing a lot of collaboration with customers. How influential are customers to the development of Docker technologies? >> At ground zero, literally and we have at DockerCon, we call it a customer advisor group, where the customers who have been with us, who have deployed with us in production, we have them. And it's a very select group, it's about twelve to sixteen, and they tell us straight talk in terms of where it's working, where we need to improve. They give us feedback on the road map and so that happens every DockerCon, so that's once every six months. But then we actually have targets inside engineering and product management to be out in the field on a regular basis to make sure we're continuing to get that customer feedback. Innovation's a tricky balance, right? Because you want to be out in front and go where folks aren't asking you to, but you know there's opportunity, at the same time here, where they are today, and make sure you're not getting too far ahead. It's the old joke, Henry Ford, where if he's just listened to his customers, he would have made faster horses but instead he was listening to their problems, their real problems which was transportation and his genius, or his innovation, was to give them the Model T, right? We're trying to balance that ourselves inside Docker. Listen to customers but also know where the innovation, where the technology can take you to give you new solutions, hopefully many of which you saw on stage today. >> We did, well Scott, thanks so much for stopping by theCUBE again and sharing some of the exciting announcements that Docker has made and what you're doing to innovate internally and for the external enterprise community. We appreciate your time. >> Thank you, Lisa. Thank you, John. >> We want to thank you for watching theCUBE. Again, Lisa Martin with John Troyer, live in San Francisco at DockerCon 2018. Stick around, John and I will be right back with our next guest. (upbeat techno music)

>> Live from San Francisco, it's theCUBE. Covering DockerCon '18. Brought to you by Docker and its ecosystem partners. >> Welcome back to theCUBE. We are live in San Francisco at DockerCon 2018. I'm Lisa Martin with John Troyer on a stunning day here in San Francisco. This event draws between 5,000 and 6,000 people in only its fifth year. They did a very good job during the general session this morning, John, of having some great female leaders on stage and we're very pleased to welcome another female leader to theCUBE for the first time. Alex Qin, you are the Director of Technology at Gakko. Welcome to theCUBE. >> Thank you, thank you. It's great to be here. >> So, you're speaking here at DockerCon 2018, I want to get to that in a second, but tell us a little bit about Gakko. What do you guys do? >> Um, yeah. So we're a global education design studio based in Tokyo and New York and what we do is we put on experimental education programs and build experimental education technology that aim to reclaim the magic of learning. So, we put on summer camps, we have coding classes, music classes and we build software for early learners. >> And by early learners what age group are you talking about? >> So ages three to five. What we build is beautiful story and art driven apps for kids ages three to five to be able to spend time more thoughtfully on tablets 'cause nowadays kids are always on tablets no matter what we do and so what we want to do is create a world that they can be in, in which parents feel like, this is a good place for my child to spend time. They're learning, it's artful, it's thoughtfully built. >> Great, well Alex you are also the founder of The Code Collective. >> The Code Cooperative, yes. >> The Code Cooperative, I'm sorry. How did you get started with that and can you tell us a little bit about that as well? >> Yes, so The Code Cooperative is my passion project and I started it in 2016, the day after the presidential elections actually, and it's an organization that teaches formerly incarcerated individuals computer literacy and coding, so that they can build websites and technical solutions to the problems they've identified in the criminal justice system. >> Some examples of that might be? >> A story I love to tell is from the pilot class. I had one student who was a 65 year old man and he'd been in prison for over 20 years and so at 65, he took our class and he learned HTML, CSS and JavaScript and built a website that aims to educate visitors about the legacy of slavery and Jim Crow in the criminal justice system today. Just like an interactive quiz. Yeah, that was really cool. It was called The Criminal Injustice System. >> Nice, nice. >> What were some of the drivers that really led you to go, you know what? We've got a huge opportunity here to take some of these people who have had made some different choices and really, sort of, rehabilitate them in a way that's gonna enable tech for good. What were some of those things that you just went, we've got to do this? >> That's a good question. Well, I read the book, The New Jim Crow, which you may have heard of. It's an incredible book that really details a lot of the problems that exist today within the U.S. criminal justice system and I thought to myself, I want to learn more about the justice system and contribute positively to justice system reform, but I don't know anything about it. So what I should do is work with people who have been through the system, learn from them and empower them to highlight the issues that they see within the justice system and that's something that I think is really important. When it comes to building technology, right now the gatekeepers of tech are kind of a homogenous group and we tend to build tech solutions for the entire world, but actually the people who are best equipped to solve problems are those who have experienced them and so that's why I decided to start The Code Cooperative. >> Nice. Alex, you're talking here, you've got an interesting titled session, I'll make sure I get it right, Shaving My Head Made Me a Better Programmer. If I can connect that to the rest of the DockerCon, maybe, I mean, Docker has been very good at their whole history about developer experience, making things easier for people and I think sometimes people don't realize not only when you make things easier, you actually can bring in new audiences. Kids, prisoners, right, are able to use today's technology where 30, 40 years ago they wouldn't have had access to it because it's easier, it's more powerful, it's more ubiquitous. But sometimes we get stuck in old tropes and so I'd love for you to kind of talk a little about your talk and kind of, what you're going to be talking about here at the show. >> Sure, yes. So, my talk is called Shaving My Head Made Me a Better Programmer and it's a little bit of a misleading title, but basically it's the story of my journey though the tech industry as a minority woman. So I studied computer science and I've been a software engineer for my entire career and yet, I've encountered a lot of challenges because of my gender, because of how I present to the world and when I shaved my head, a lot of those challenges kind of disappeared because I wasn't perceived as feminine anymore and so when I realized that tech isn't the meritocracy that I thought it was, I kind of started on this new quest to make tech as diverse and inclusive as possible so that people from all backgrounds, all genders can learn to code and write code happily and safely and it's just the story of how that happened and the lessons I've learned and some tips on how to make organizations more inclusive because that's the bulk of my work now. >> So you were a C.S. major in New York? >> Yes. >> So were you always interested in STEM as a kid or was it something that you got into when you were in college? What was that sort of age that you found it really exciting and said, no matter what, even if there's very few women here, I love this, I want to do this? >> That's a great question. So I am originally from France, actually. And when I was growing up there was really little computer science education in schools, but I really wanted to be an astronaut when I got to college so I joined the engineering program at my school and I'd never coded at that point, but one of the requirements was an intro to programming class in Python. So I took it and I fell in love with it immediately and I was like, I'm majoring in computer science, this is so cool, this is the coolest thing I've ever done and as I entered the computer science world I realized, oh, there's not that many women here and actually, I'm treated very differently. So, I fell in love with it and then because I love it so much I just kind of powered through. >> Your passion is very palpable, so at any point did you feel, sort of, out of place? Going, I'm one of the only females here, or did you say, I don't care, I like this. >> Yeah, it's both. I mean, you feel out of place when there's very few people who look like you in the room. Even if you don't want to feel out of place, even if you try to pretend that's not the case, you can't help but feel that and when I was starting out and throughout my career, people didn't necessarily want to work with me, didn't believe I was a good programmer, even though I was at the top of all my classes and so even though I tried to make the most out of my experience, I couldn't really escape the stigma attached to my gender in this field. >> Alex, we're at an interesting part of our culture now, I suppose, especially online. On one hand, social media has elevated a lot of folks' voices that would not have been heard otherwise because of gatekeepers. On the other hand, we have our current online discourse, which is kind of, not very pleasant sometimes. So I am interested both kind of how you're navigating that online and then maybe as a followup, then as you work with companies, how you're working with them and what you're telling them, but in terms of online, I love Twitter and yet it frustrates me. Facebook as well, et cetera. How do you navigate that online yourself? >> That's a great question. Honestly, I have been kind of retreating from social media. I haven't really experienced too many negative interactions on social media because I'm not really a big presence there. I did kind of have a really bad experience once during a Grace Hopper conference. I tweeted something during the Male Allied panel of like, 2015, or something and that got picked up by some GamerGate writers and then a lot of people started tweeting negative things at me, but that's kind of the extent of my negative experiences online. I do think that, as you say, social media has allowed for uplifting of voices that were previously unheard, has allowed for activism to organize. There's so many positive things that come from social media and also it has a really nefarious affect on people and I think that something needs to change in terms of how these companies build their software. It needs to be safer for all people and also needs to be built more ethically. Less trying to manipulate our psyches. >> That's, I think, super important. Luckily at least that's a conversation now, right Lisa? That at least Facebook, I think eventually as a society we'll, I hope, we'll get through this and figure this out, but I don't feel like we're particularly literate with social at this point. But I did want to ask about your work with companies. You said you do talk with some companies about diversity and things like that, is there any either signs that folks are getting it right or things that you start off with as you're working, if someone asks, how do we become a more diverse workforce? >> Yeah, that's a good question. I can't really point to any companies that, I say, are doing amazing. There are some companies where I know folks are very happy. Slack is one of them, thoughtbot is another one of them. I'll say Gakko, but a few tips I generally give organizations is that you need to work to understand the problem. Why is there a lack of diversity in tech? Why is your team not diverse? Then you need to measure your data. You can't make a positive change if you don't know how much you're changing, right? So gather diversity data on your team, not just in terms of who's there, but who's in a leadership role. Who gets promoted? Who gets fired? Who's a manager? And then you need to commit. That's, I think, the place where a lot of people struggle is there's a lot of candidates who fit this, kind of, homogenous image of what a programmer is and so it can be easy sometimes to be like, well we need to hire someone right now so let's just hire this person. But in order to actually make a change you need to commit and you need to say I'm not going to compromise on the goals that we've set. >> You're absolutely right, that commitment word is exactly what's needed to drive that accountability to hold organizations up to that. I was just at VMware a couple of weeks ago in Palo Alto at the Women Transforming Technology event and we had a whole day of all talking with females in tech, which I always loved to do and theCUBE is very passionate about supporting that. The cultural change is imperative. We talk about digital transformation at every event and there's the CIO that says, hey we have to change the culture here to transform digitally, but also to start moving those numbers from, what, less than 25% of tech roles are held by women. The culture has to change. It seems like you're in a position, potentially, to actually influence the culture at these companies that you talk to about opening their eyes to commit. Does that excite you from within? >> Yes, I do talk to a lot of organizations about this, but I think the work that I do that might actually tip the scale is, basically, the education programs that I run in New York. All of my classrooms reflect the diversity of New York, both in terms of student and teacher bodies. So all of my students learn in an environment that is extremely diverse. They learn from teachers who look like them and I wish I learned to code in that way. Another important thing we teach our students is how to code as an ethical endeavor. So we teach our students to measure the ethical ramifications of their decisions when they build software so that hopefully the technologists of tomorrow, the CTO's of tomorrow they build code in a way that is best for humanity. They build code with empathy. >> Goin' back to your day job. You're working with kids. We talked about getting through social media, cultural change. Its going to depend on the next generation. So Alex, are the kids alright? Are they gonna save us? >> The kids are pretty alright. I mean, so my classroom is basically coding meets social entrepreneurship so all of our kids build an app that solves a problem they've identified in their communities and these kids are just coming up with the most beautiful solutions, like, more brilliant than any adult that I've met. I feel good about the future. >> Well, it's key to get those different perspectives and when you were saying, they're having the opportunity to code and create apps that are relevant to them that's where you can really ignite that passion. >> Exactly, that's so important >> It is important because when you're passionate about something, and we saw that on stage today with a lot of the Docker folks and Microsoft and McKesson, when you're passionate about something and really making a change, you can feel it. So it's good to hear that we're going in the right direction. Also, we're in this age, you talked about ethics, where it's essential. Because technology, we see a lot of examples where tech is not used for good and there's world leaders getting some of the leaders of tech companies together saying, I'm challenging you, make tech for good because we're seeing too much of the negative right now. How does that influence, whether it's the breaches at Equifax, or, there was a breach recently at MyHeritage, the DNA testing companies, to Cambridge Analytica. How do you see the kids, the young kids respond to that, going, that's a really poor use of tech. Are they aware of that? >> I think some kids are and in our classroom we spend some time talking about, we have discussions about, ethics of software. So that's something that's very important to us. But largely, most classrooms in the United States, no, I mean computer science education is not a standard in most classrooms in the US. In New York state, only 1% of high schoolers actually have access to any kind of computer science education and so most kids, they might hear tid bits from the T.V. or social media or something, but they're not necessarily informed enough to make one, good decisions as consumers and two, good decisions as potential technologists. So that's something that we are trying to spread and I hope other folks are also trying to work on. >> Another thing that I think is shocking is when we were at the Women Transforming Technology event just a few weeks ago at VMware in Palo Alto, they just announced with Stanford, Stanford is investing 15 million dollars into their gender research. VMware and Stanford wanting to look at what are the barriers for women in tech and minorities in tech and starting to dissolve some of those barriers. One of the things they actually had in their press release announcing this big 15 million dollar investment from VMware and Stanford is a Mckinsey report that said 20%, sorry, enterprise organizations that have females in management positions, probably executive management positions, didn't specify positions, are 20% more profitable. You just think, the numbers are saying when you have more thought diversity, you're actually going to be a more profitable organization, but I think to your point earlier, Alex, there has to be a commitment and there has to be a group within an organization that stands accountable. >> Absolutely. >> So we are thankful for you. (Alex laughs) for donating some of your time today to tell us what you're doing, it's good to hear the next generation, John, I think they got our backs. >> Alright, that's good. >> And Alex, have a great time with your very provocative session this afternoon. >> Thank you. >> We thank you so much for your time and it's really cool to hear how you're using your passion for tech for good. >> Thank you so much, it was great to be here. >> We want to thank you for watching theCUBE. I'm Lisa Martin with John Troyer. From San Francisco at DockerCon 2018. Stick around, John and I will be right back with out next guest. (upbeat music)

>> Live from San Francisco, it's theCUBE, covering DockerCon 18, brought to you by Docker and its ecosystem partners. >> Welcome to theCUBE. We are live in San Francisco at DockerCon 2018. I am Lisa Martin with my co-host for the day, John Troyer. John, it is not only a stunning day in San Francisco, beautiful blue skies, this is a packed event. Their fifth DockerCon event and they've got between 5,000 and 6,000 people. We just came from the general session keynote, and it was standing room only as far as the eyes could see. >> Yeah, looks like a good crowd here, a lot of energy. Docker keynotes, always super interesting, they always do a lot of demos, they bring up a lot of employees. It's not just like a parade of middle-aged executives, always is super dynamic, a lot of demos. Really liked the keynote this morning. >> I did too. The energy you mentioned was great. It kicked off with... who's the name of that gentleman that is one of the rally guys for... >> Franco Finn. >> Franco Finn, who has worked for the Warriors, the 2018 Golden State Warriors, NBA Champs. So that was a great way to kick it off, but also Steve Singh had great energy, their CEO, we're gonna have him on shortly today. Scott Johnston, and as you talked about their employees and also customers. They have some really great numbers. They've got, I think, about 120 sessions this year at DockerCon. Nine big enterprise customers talking about how they are approaching containerization with DockerCon. One of them was McKesson, which is a 183 year old company with a lot of staff that gave a really compelling keynote or a, yeah, a keynote this morning about how they are moving and modernizing their data center with Docker. >> A really nice story, a really an emphasis on trust, an emphasis on developer usability, and I liked one of the points was, once we got the developers using it it became easier, and I think using the whole platform. Lisa, I think they hit a lot of familiar things for Docker: so, developer experience, really big for Docker. That's they way they started, that's what they're still counting on. When Steve Singh got up, he talked about community, their very first thing. Over half the people here, first time at DockerCon and over half of the folks are just using containers in the late last year. That means this whole journey is just starting. There's a lot of white space in the container world. So developer experience, a big announcement, preview announcement for Docker Desktop, being able to create apps off of templates and things like that but very developer-focused shows as opposed to some of the more IT-focused. There's a broad mix here but definitely a lot of developers here at the show. >> A lot of developers, as you said, but also, you're right, it is a mix. It's IT professionals, it's enterprise architects, and it's executives and that's one of the... one of the targeted audiences that, I think, both Steve Singh and Scott Johnston talked about, so it'll be great to explore. As the CEO and the Chief Product Officer respectfully, what are they hearing from enterprise customers who have a lot of challenges with legacy applications that are very difficult to manage and I also read some stats, they had some stats in the press release this morning, but 80% of enterprise IT budgets are spent keeping the lights on for enterprise apps which leaves about 20% for innovation and of course, as we know, organizations that can aggressively innovate are the ones that win. So I'm not only looking forward to hearing with Docker Desktop, what they're doing to make it easy, easier, for developers to get in there and play around on both on Mac and Windows but also the executive conversation. What are they hearing from the executives and where is containerization, you know, from the c-sweep to the board room. >> Yeah, modernizing enterprise apps also has been a Docker theme for the last few years. Microsoft, the big guest up on stage, they've been a multi-year partnership with Microsoft and Docker, putting Docker with Windows together. The big announcement today, pre-technology preview of Kubernetes and Windows Server and the big demo was, they took a very old .net application and, you know, put it up on Kubernetes on Windows with just a couple of clicks. So again, I think that message to the executives is, "You're very safe in Docker's hands "We've got the developer experience covered, "we've got the partnerships." And then going big on Windows, I think choice was another theme that I heard ... >> Yes, it was. Steve talked a lot about choice. >> Um, to the execs here as well, both GUI and CLI, right? A lot of the cloud is very CLI-focused, very Linux-focused. Docker says "We're in on Windows, we support Windows "just as well as Linux so don't hate on the GUI. "You can use a GUI or you can use a CLI." No religion actually too, in terms of Linux versus Windows but Kubernetes, I thought, was a very big. Got mentioned a lot in the keynote this morning, Lisa. >> It did and you talked about choice. One of the things that Steve Singh mentioned from an executive's perspective is, three things that Docker is aiming to deliver. That sounds to me, as a marketer, like competitive differentiation. Talked about choice so that organizations can run apps wherever it makes sense for them, managing applications on any infrastructure, and, as you said earlier, about a few clips, managing their container infrastructures across multiple clouds in just a few clicks. They also talked about being, they also talked a number of times, not just in the press release but also this morning in the keynote, about no vendor lock-in. John, we hear that a lot, it sounds like a marketing term. What are you expecting to hear? What does that mean for Docker? >> I'm not so sure that lock-in is always important for every enterprise, in that any choice you make, it has a certain element of lock-in but it's an active argument or debate online that I see a lot. "Are you locked in when you go to a certain cloud? "Are you locked in when you choose a certain provider," whether it's open-sourced or not. Certainly a lot of Docker is open source. A lot of your choices are protected and they are really trying to say "We're going to be a platform that's going to "service a lot of different abilities to deploy." The big announcement that finished off the keynote was Docker Enterprise Edition can now manage Kubernetes. Not only Kubernetes in the cloud. Kubernetes on Prim, Kubernetes in the cloud managed by Docker, but can actually work with the native Kubernetes cluster managers of the clouds, of the three major clouds: Google GKE, Azure AKS, and AWS EKS. I think I got all those names right. But that's big because a lot of folks say "run anywhere" but they mean "run within our environment anywhere" and what Docker has done in Tech Preview is to connect its platform with the native platforms, orchestration platforms, of the three different clouds so that you can run on Prim, manage via Docker, or you can connect into the cloud's own cluster orchestration. And if they can deliver on that, the devil is in the details, but if they can deliver on that, that's actually a very nice feature to avoid that sort of lock-in. >> And that also goes to, John, one of the major things which is agility and one of the things that they've talked about is, containers today are portable but one of the challenges is that management of containers has not been portable. I think they said that 85% approximately of enterprise I.T. organizations that they has surveyed are running a multi-cloud strategy so they've gotta be able to really deliver this single pane of glass management so they talked about federated application or federated management of containerized applications. I think that's kind of what you're referring to in terms of getting away from the silos and enabling organizations to have that portability and especially as multi-national organizations need to have different access, different security, policies may be maintained across multiple locations. >> Indeed, right. These are global organizations that are betting on container technology. They do need access to be running apps, either parts of apps or services on different clouds. You might be running a Google cloud in Europe, you might be running an AWS here or vice versa. You might have some on-Prim stuff. We've seen a lot of that. I think another theme that we'll hit on, Lisa, along with that multi-cloud portfolio aspect, is the time to value. It's been a theme of this conference season. This last month or two, you and I have both been at a lot of different conference centers and I think time to value, being able to spin up apps within weeks or months that actually work and have value versus the old way, which was years and I think the theme for 2018 is that it's real. People are actually doing it and we'll talk to a couple of customers, I hope, today. >> And that's essential because enterprises, while there's still trepidation with moving into the container journey, they don't really have a choice to be able to aggressively innovate to be able to be leaders and compete with these cloud-native organizations. They don't have the luxury of time to rip and replace old enterprise applications and put them on a container or a micro-service's space archicture, they've got to be able to leverage something like containers to maximize time to value to deliver differentiating services. >> Absolutely. I'm very interested in being here today and we'll see what the day brings us. >> I think we're gonna have a lot of fun today, John. I think they kicked off things with great energy. I loved how, you know, they always do demos, right, on main stage during general sessions, and we were at SAP last week and of course, one of the demos didn't work. That's just the nature of trying to do things live. I liked how they were very cheeky with the praying to the demo Gods with the fortune cookies. I thought that was really good but the demos were simple. They were very clearly presented and I'm excited with you to dig in to what are they doing. Also what is setting them apart and how are they enabling enterprise organizations like MetLife, like McKesson, PayPal, Splunk to be able to transform to compete. >> Absolutely. One last thing about the conference, Lisa, is I do want to call out. It's a very humane conference. Not only do they have kind of a cheeky sense of humor here at Docker, but there's child care onsite, and there's spouse-tivities, there are activities for if you bring your spouse or family to the conference. They're trying to do a lot of things to make the conference experience good and successful and friendly and humane for people here at the show which I really appreciate. >> I like that, humane conference. You're right. We don't always see that. Well, John and I are going to be here all day talking with Docker executives, customers, partners and we're excited to have you with us. Lisa Martin for John Troyer. You're watching theCUBE at DockerCon 2018. We'll be right back with our first guest. (techno music)