(upbeat music) >> Welcome back to Fal.Con 22. We're here at the ARIA hotel in Las Vegas. We're here in Las Vegas, a lot. Dave Nicholson, Dave Alante. Fal.Con 22, wall to wall coverage, you're watching theCUBE. Anthony Kunya is here. He's the chief information security officer at Mercury Financial. And he's joined by his deputy CISO, Alex Arengo. Welcome, gentlemen. >> Good to see you. >> Thank you very much. Good to be here. Thank you for the opportunity to speak. >> Yeah, so this is a great event. This is our first time being at the, a CrowdStrike customer event. We do a lot of security shows, but this is really intimate. We got a high flying company. Tell us first about, of Mercury Financial. What are you guys all about? >> Oh, that's a fantastic question. Let's leeway into that. So Mercury Financial is a credit card company that serves people who are near prime. So be it some kind of hardship in their life. They had something impacted, be a financial impact, maybe a medical impact, an emergency, something, a death family where somehow their credit was impacted. We give 'em the opportunity through our motto, better credit, better life, to build up that credit score to add livelihood to their ability to be financially stable. >> I mean, I think this is huge because you know, so many people it's like, okay, one strike and you're out. >> Right. >> You know, that's just not right. You got- >> No, not at all. >> You got to give people another chance. And so there's so much talent out there. I think about some of the mistakes I made, Dave, when I was a younger man, but- >> No comment. >> Right. So I heard a stat today that I thought was great. Did you guys see the keynote? >> Yes. >> Of course. >> So in the keynote, the, they did the thing at Black Hat but they said what's XDR and I thought- Anthony] Oh goodness. >> My favorite, and I'm not going to ask you what XDR is. >> Okay, good, thank God. >> But my favorite answer was a holistic approach to endpoint security. And, you know, I think as a CISO you have to take a holistic approach to a security- >> Of course. >> Okay. >> Maybe talk about, a little bit about how you do that. >> Wow, a holistic approach I would say and I could, I'll give you an opportunity to speak as well, but a holistic approach it's people processes in technology. So a holistic approach would be, it isn't one box that you check. It's not a technology that is a silver bullet that fixes anything. Those technologies, those services are implemented by people. So good training, our human firewall, the forefront of implementing those technologies to build those processes and incorporate people and a level of sincerity and integrity that we build. So I feel like a holistic approach is both cyber culture to build the cyber resilience program that we so dearly need. >> And I could spend all day talking about security organizations, SecOps, DevSecOps, data SecOps, et cetera, but, but Alex, how, what is your role as the deputy CISO? How do you compliment what Anthony does? >> I got to bring it all together, right? So technically, what are we putting in place? What are the requirements that these stakeholders have? Their needs, their wants. We all have something that we need and want in our environment as an employee, as a customer, as a stakeholder. How do do we get that to market? How can we get it there quickly? You know, and it's really about finding the partners that can get us there, right? That can leverage us, that can force multiply us. >> Yes. >> You know, give my people more time to get the work done, the good work. >> Right, the hard work, of course. >> So paint a picture. You know, we hear a lot about all the different, the bevy of tools, the, how complicated CISOs tell us all the time, that we just don't have enough talent. We're looking for partners to help us compromise, but paint a picture of your environment and how you guys use CrowdStrike. >> Oh, that's a good one. Do you want to take this one? >> Great one, right? I mean, we leverage CrowdStrike at every way we can. We're a Fal.Con complete customer. So they're an extension of our team. They're an extension of our SOC right? >> Yeah. >> We leverage them for many things. We leverage them to understand the risk in our environment. Where we're at in zero trust. How we can really bring a lot of the new processes that the business wants to market, right? How can we get there as fast as possible? Can we make it secure, right? I'm a Mercury card customer also. So I'm, I have a vested interested in that. And I like to drive that, that's, so it comes down to can you align your holistic approach, or your organizational goals and bring that to a really good security product that is world class? >> And I can add a little bit to that as well. So I look at it as a triangle. So we leverage Fal.Con complete as that first level, tier one triage, people who do and understand the product extremely well, we leverage them quite a bit. We also have a VSOC service that we have this like, consider tier two or the middle of the triangle, by Verse, right? >> Yeah. >> Fantastic boutique security company that just has been working with us year over year, innovation, strategic initiatives, always there to play. And then Alex Arengo, and the threat management team, is our top tier, that's tier three, that's the top of the pyramid. By the time it bubbles up to Alex, that's when the real work happens, everyone's triaging, collecting data, putting together pieces. And then Alex and his teammates, and people that he's trained, fantastic, comes and puts it all together and paints a picture so we can then take that information and describe it in layman's terms, simple terms, to the business, to make them understand the level of risk, what we have to do to get to, and through that attack, or that indication of compromise, et cetera, so that we can remediate it, rectify it. >> Right, it's building that security culture foundation, right? It's getting everyone to buy into that. >> Yeah. >> It's a holistic approach and it's really the best way to do it, right? You get bought in from the stakeholders understand what they need to do, and what the goals of the business are. And it really works really well >> We journey together. >> We build a program together. >> Dave, I think that that cultural aspect is critical. Cause I've said many times, bad user behavior trumps good security every time. >> Yeah, absolutely. >> Oh goodness. >> Every time. >> Nicely put, I like that. >> So, I know we're early in the week still, but we did have the keynote. Is there anything that you are hearing, in terms of vision, that peaks your interest specifically, and then also sort of the follow up question is, are you guys kind of like lifeguards who can't ever relax at the beach? >> That's why I have a deputy CISO. Well, nobody can take time off, we have to share this. Of course we do. Most definitely. What would you say would be the next, most innovative thing that were looking for? >> Yeah, what's the next big thing, as far as you're concerned? >> The next biggest thing is definitely building the relationships we have. As we bring in new technologies, we go even more Cloud native. How do we leverage that expertise, that of the partners that we're bringing on board like Zscaler, CrowdStrike, Verse, right? How do we make them a part of the team, and make them perform, bring that world class quality talent across the spectrum, you know, from DevOps to that security analyst, picking up the phone and saying, I'm not really sure what's going on, but there's a culture that's built there where everybody comes to the table to feed, right? We all eat together. >> The ecosystem. >> Yes. >> That is the tooling that we leverage day in and day out. That's how we sleep at night. We have to pick our partners. >> You know, we talked about the ecosystem up front, and you look around, you can see the ecosystem and it's growing. >> Yes. >> And I predict it's going to grow a lot more. >> Yes. >> That's, and it has to, right? I mean, exactly what you're saying is that no one company can do it alone. And we heard, you know, we heard, it is confusing. You hear CrowdStrike's doing Identity, but then they partner with Okta. Right, and they're here out on the floor. So that's what you guys need. Talk a little bit more about the importance of ecosystem and partnerships from your perspective. >> Oh I got a good one for this. So I use the metaphor of having a restaurant. So we run a restaurant really well. We know what we want in the menu. We have a chef, we know how we want to put together, but we need excellent ingredients. You make muffins well. Bring your muffin into the restaurant. That brings and builds that rapport. That I want the menu to be rich and empower people to come in and say, you know, I've never had scallops or octopus before, I hear you guys make it better than anyone else, well, our ingredients are fantastic. Therefore, no matter what we do when we present it, it's perfect, it's palatable. >> Yeah. That's great. You're not making ice cream, but you're serving it. >> I can't, if you ever want to show us. >> We're just converging our bakery, you know? >> Yeah, yeah, yeah, salt, salt is the key. >> We're just working the bakery part out, yeah. >> Okay, I want to ask you about Cloud because you know, in 2010, 2011, when you talk to a financial services firm, Cloud, no, that's an evil word, now everybody's Cloud first. George Kurts talks about how, I mean essentially CrowdStrike is dogmatic. We are Cloud native. We have a Cloud native architecture. I know Gartner has this term CNAP or Cloud native application platform. So what does the Cloud mean to you guys? How does it fit in? What does Cloud native architecture do for you? >> It lets us converge everything we've been talking about. How do we, you know, that's a really big struggle that all security teams are having at, having today. How do I converge threat intelligence? How do I converge the environment that I'm in? How do I converge the threat intel that's coming in, right? All this, you're getting, security teams are constantly on a swivel, right? They're looking left, they're looking right. They're trying to identify what to do first. And you bring in the right partners. >> Yes. >> And you get in, you build the right program. You cement that culture internally. And it really provides dividends. >> You know what I think as well, Dave, is in the past, everyone was more data center based. >> Right. >> The Cloud was like a thing we'd forklift, we'd move over, we were born in the Cloud. So Cloud native Application protection is something that we need and will drive innovation. Will align with our strategic initiatives. We need people to think like the Cloud is what's happening. Super Cloud, some of the things that we spoke about. >> Yeah, so I was at, when we were at reinforced, I had this new mental model emerge, and it sort of hit me in the face. And you tell me, I'd love to talk to practitioners to say, yeah, that makes sense or, no, that's crap. So it seems like the Cloud has become the first line of defense for CISOs. Now you're Cloud first or Cloud native, so, okay. But then now you've got the shared responsibility model. And I don't know if you use multiple Clouds. Do you use multiple Clouds? >> We cannot say. >> Cannot say, okay, let's assume for a second, your, some of your colleagues, CISO colleagues, use multiple Clouds. >> They should, okay, sure. >> Now they've got multiple shared responsibility models. Now you've got also the application development team. They're being asked to be the pivot point to actually execute, they got to secure the platform. They got to secure the containers, their run time. >> Workloads, yes. >> And then you got audit behind you is kind of the last line of defense. So things are shifting. Describe sort of the organizational dynamic that you see, not necessarily specific to Mercury Financial, or that would be cool, but generally in the industry. >> Oh, I would say, I could say this, that having Cloud, multitenancy Cloud or the super Cloud model where we could abstract our services our protection, the different levels of security tooling, being able to abstract and speak a common language where you could run in Azure, GCP or AWS, and still have a common language that you can interpret and leverage between all the tooling would be something I would love to see. >> That's Super Cloud >> A magical, that is that. >> That is a Cloud interpreter essentially. >> I think we use different words, but yes. >> A PAs layer, super PAs layer, sorry to take it too far. >> Yeah, like, I want to be able to abstract it and speak a language that would work in any of the- >> What does that do for you as a technology practitioner? >> Well, imagine if you had to speak three different languages with three different people, get lost in translation. If we could speak a common language across all the different platforms and all the different footprints, it would be easier to define our security posture. Where are we? Are we secure? You might say security groups in AWS, it might be, mean something else, but it's still a level of protection that surrounds the end point, right? Something that would abstract that level would be very fun. Very good for me. >> It's, you know, it's pretty easy to understand your use case for this. When you're talking about here we are, Mercury Financial, you have the most sensitive financial information about people, right? >> Right, absolutely. >> A data breach where all of the information about your customers getting out there on the dark web. Right? Heart attack time. >> Instantly. >> What are some things that people might not think about though, that are going on in your world? What would surprise someone who maybe isn't a security specialist in terms of the things that you're dealing with as far as threats are concerned? >> I'm going to leave that on you. >> Can you think of some examples of things that you could, you know, obviously generic examples. >> Right. >> Yes. >> I'm going to point to the number one and two most common ways that applications and businesses are getting owned right now. And that's misconfigurations on your web app or a vulnerable application or phishing. And those are both very important things, right? A lot of development teams, they want to get things to market as soon as possible. And maybe security's on the back foot. It's about building that culture and to, you know, being Cloud native helps you have a, you can provide different tool sets to your organization that helps you understand that posture and makes you help those business decisions. Are we in a good posture to go forward right now? That's a big question that I think most security organizations need to ask themselves and the need to hold other stakeholders accountable. >> So phishing and the concept of social engineering, still alive and well? >> Oh, goodness. >> Always. >> Everything starts with people. The human firewall has to be front of mind. Security can't be an afterthought or a bolt on, that's something that you think about, well, I guess if I have to meet our compliance, it doesn't work with us. >> Comes back to the culture that you're actually talking about before. >> 100%, yeah, cyber resiliency starts with cyber culture. >> Kevin Mandy has said it today. I, never underestimate the adversary. The adversary- >> Of course. >> Is highly capable, motivated, big ROI and it just keeps getting bigger. The more technology gets embedded into our lives. The more lucrative hacking becomes. >> And more attack vectors. We have more areas that we could be potentially penetrated. >> They have a lot of time. Those threat actors have a lot of time. >> They do have a lot of time, yeah. >> Right. >> Right and to your point, you're constantly on the swivel. Right, you don't have time. >> Right. >> No, we don't. >> So do your responsibilities touch on things like fraud detection as well? >> Yeah, oh, that- >> Is that a silly question? I'm thinking- >> Yeah, no, it really is, so- >> No, not at all. >> Or there isn't segregation between what we would think of as IT and the credit card transaction that fires up a red flag. >> Those are integrated. >> It's definitely important. And in any business, right? Is to, like I mentioned, I use this word a lot converge, right? It's converging that intel, that fraud intelligence and making it into a process where we're reducing the risk and the losses that the business is incurring. >> Yes. >> It's so important, right? That we build that culture within the fraud teams, the operational teams, the, you know really anybody who has a really large stake in whatever the business product is. And, you know, being Cloud native, bringing in the right partners, building that security culture. I mean, that's the biggest one. >> Yeah, we've flown. >> It's last and definitely not least, it is, the culture's where you need to be. >> Absolutely. >> You know, you guys, I'm sure, you know, work with a lot of different vendors, a lot of tools, or sometimes the tools are point tools, they're best to breed. CrowdStrike says it wants to be a generational company. >> Oh, yeah. >> It says this notion of an unstoppable breach is a myth. You guys can't live that way. You have to assume you're going to breach but can CrowdStrike be a generational company? >> I think they've proven themselves. They've been around over a decade now. it's 11 years. They just had their birthday yesterday, right? >> Yeah. >> Or anniversary, the company started? >> Yeah. 11 years, yeah. >> I absolutely, and I also agree to add it a little bit part, from the fraud part. I think CrowdStrike would be an integral piece of the overall solution that we have. It hits so many different aspects and looks at so many different potential attack vectors. I keep using that word, but I think integrating fraud in other parts and other functions of the business will start to see that they can leverage CrowdStrike. That there's tooling within CrowdStrike innovatively, like ahead of the game. And I always like that about CrowdStrike, being way ahead of the game and thinking in front of our adversaries. I think other departments will be like, what tools do you have, how can we use them? This is fantastic, this makes us feel better. We don't have to worry about that. We can focus in on what we're good at and build that best of breed solution. So fraud can focus on fraud and you can leverage the tooling and the infrastructure that we provide them together holistically to build a security program that's beyond reproach. >> Guys, we got to go, great perspectives. Always love having the practitioners on. >> Yeah, thank you. >> I really appreciate your time, thank you. >> Yeah, absolutely, always a pleasure. Thank you so much for your time. >> Anthony, Alex, Dave and Dave will be right back, right after this short break. You're watching theCUBE from Fal.Con 2022 from the ARIA in Las Vegas. >> Cheers my friend. >> Yeah, of course. (cheerful music)

>>Hello everyone. Welcome to the Super Cloud Event preview. I'm John Forry, host of the Cube, and with Dave Valante, host of the popular Super cloud events. This is Super Cloud two preview. I'm joined by industry leader and Cube alumni, Victoria Vigo, vice president of klos Cross Cloud Services at VMware. Vittorio. Great to see you. We're here for the preview of Super Cloud two on January 17th, virtual event, live stage performance, but streamed out to the audience virtually. We're gonna do a preview. Thanks for coming in. >>My pleasure. Always glad to be here. >>It's holiday time. We had the first super cloud on in August prior to VMware, explore North America prior to VMware, explore Europe prior to reinvent. We've been through that, but right now, super Cloud has got momentum. Super Cloud two has got some success. Before we dig into it, let's take a step back and set the table. What is Super Cloud and why is important? Why are people buzzing about it? Why is it a thing? >>Look, we have been in the cloud now for like 10, 15 years and the cloud is going strong and I, I would say that going cloud first was deliberate and strategic in most cases. In some cases the, the developer was going for the path of risk resistance, but in any sizable company, this caused the companies to end up in a multi-cloud world where 85% of the companies out there use two or multiple clouds. And with that comes what we call cloud chaos, because each cloud brings their own management tools, development tools, security. And so that increase the complexity and cost. And so we believe that it's time to usher a new era in cloud computing, which we, you call the super cloud. We call it cross cloud services, which allows our customers to have a single way to build, manage, secure, and access any application across any cloud. Lowering the cost and simplifying the environment. Since >>Dave Ante and I introduced and rift on the concept of Supercloud, as we talked about at reinvent last year, a lot has happened. Supercloud one, it was in August, but prior to that, great momentum in the industry. Great conversation. People are loving it, they're hating it, which means it's got some traction. Berkeley has come on board as with a position paper. They're kind of endorsing it. They call it something different. You call it cross cloud services, whatever it is. It's kind of the same theme we're seeing. And so the industry has recognized something is happening that's different than what Cloud one was or the first generation of cloud. Now we have something different. This Super Cloud two in January. This event has traction with practitioners, customers, big name brands, Sachs, fifth Avenue, Warner, media Financial, mercury Financial, other big names are here. They're leaning in. They're excited. Why the traction in the customer's industry converts over to, to the customer traction. Why is it happening? You, you get a lot of data. >>Well, in, in Super Cloud one, it was a vendor fest, right? But these vendors are smart people that get their vision from where, from the customers. This, this stuff doesn't happen in a vacuum. We all talk to customers and we tend to lean on the early adopters and the early adopters of the cloud are the ones that are telling us, we now are in a place where the complexity is too much. The cost is ballooning. We're going towards slow down potentially in the economy. We need to get better economics out of, of our cloud. And so every single customers I talked to today, or any sizable company as this problem, the developers have gone off, built all these applications, and now the business is coming to the operators and asking, where are my applications? Are they performing? What is the security posture? And how do we do compliance? And so now they're realizing we need to do something about this or it is gonna be unmanageable. >>I wanna go to a clip I pulled out from the, our video data lake and the cube. If we can go to that clip, it's Chuck Whitten Dell at a keynote. He was talking about what he calls multi-cloud by default, not by design. This is a state of the, of the industry. If we're gonna roll that clip, and I wanna get your reaction to that. >>Well, look, customers have woken up with multiple clouds, you know, multiple public clouds. On-premise clouds increasingly as the edge becomes much more a reality for customers clouds at the edge. And so that's what we mean by multi-cloud by default. It's not yet been designed strategically. I think our argument yesterday was it can be, and it should be, it is a very logical place for architecture to land because ultimately customers want the innovation across all of the hyperscale public clouds. They will see workloads and use cases where they wanna maintain an on-premise cloud. On-premise clouds are not going away. I mentioned edge Cloud, so it should be strategic. It's just not today. It doesn't work particularly well today. So when we say multi-cloud, by default we mean that's the state of the world. Today, our goal is to bring multi-cloud by design, as you heard. Yeah, I >>Mean, I, okay, Vittorio, that's, that's the head of Dell Technologies president. He obvious he runs it. Michael Dell's still around, but you know, he's the leader. This is a interesting observation. You know, he's not a customer. We have some customer equips we'll go to as well, but by default it kind of happened not by design. So we're now kind of in a zoom out issue where, okay, I got this environment just landed on me. What, what is the, what's your reaction to that clip of how multi-cloud has become present in, in everyone's on everyone's plate right now to deal with? Yeah, >>I it is, it is multi-cloud by default, I would call it by accident. We, we really got there by accident. I think now it's time to make it a strategic asset because look, we're using multiple cloud for a reason, because all these hyperscaler bring tremendous innovation that we want to leverage. But I strongly believe that in it, especially history repeat itself, right? And so if you look at the history of it, as was always when a new level of obstruction that simplify things, that we got the next level of innovation at the lower cost, you know, from going from c plus plus to Visual basic, going from integrating application at the bits of by layer to SOA and then web services. It's, it's only when we simplify the environment that we can go faster and lower cost. And the multi-cloud is ready for that level of obstruction today. >>You know, you've made some good points. You know, developers went crazy building great apps. Now they got, they gotta roll it out and operationalize it globally. A lot of compliance issues going on. The costs are going up. We got an economic challenge, but also agility with the cloud. So using cloud and or hybrid, you can get better agility. And also moving to the cloud, it's kind of still slow. Okay, so I get that at reinvent this year and at VMware explorer we were observing and we reported that you're seeing a transition to a new kind of ecosystem partner. Ones that aren't just ISVs anymore. You have ISVs, independent software vendors, but you got the emergence of bigger players that just, they got platforms, they have their own ecosystems. So you're seeing ecosystems on top of ecosystems where, you know, MongoDB CEO and the Databricks CEO both told me, we're not an isv, we're a platform built on a cloud. So this new kind of super cloudlike thing is going on. Why should someone pay attention to the super cloud movement? We're on two, we're gonna continue to do these out in the open. Anyone can participate. Why should people pay attention to this? Why should they come to the event? Why is this important? Is this truly an inflection point? And if they do pay attention, what should they pay attention to? >>I would pay attention to two things. If you are customers that are now starting to realize that you have a multi-cloud problem and the costs are getting outta control, look at what the leading vendors are saying, connect the dots with the early adopters and some of the customers that we are gonna have at Super Cloud two, and use those learning to not fall into the same trap. So I, I'll give you an example. I was talking to a Fortune 50 in Europe in my latest trip, and this is an a CIO that is telling me >>We build all these applications and now for compliance reason, the business is coming to me, I don't even know where they are, right? And so what I was telling him, so look, there are other customers that are already there. What did they do? They built a platform engineering team. What is the platform? Engineering team is a, is an operation team that understands how developers build modern applications and lays down the foundation across multiple clouds. So the developers can be developers and do their thing, which is writing code. But now you as a cio, as a, as a, as a governing body, as a security team can have the guardrail. So do you know that these applications are performing at a lower cost and are secure and compliant? >>Patura, you know, it's really encouraging and, and love to get your thoughts on this is one is the general consensus of industry leaders. I talked to like yourself in the round is the old way was soft complexity with more complexity. The cloud demand simplicity, you mentioned abstraction layer. This is our next inflection point. It's gotta be simpler and it's gotta be easy and it's gotta be performant. That's the table stakes of the cloud. What's your thoughts on this next wave of simplicity versus complexity? Because again, abstraction layers take away complexity, they should make it simpler. What's your thoughts? >>Yeah, so I'll give you few examples. One, on the development side and runtime. You, you one would think that Kubernetes will solve all the problems you have Kubernetes everywhere, just look at, but every cloud has a different distribution of Kubernetes, right? So for example, at VMware with tansu, we create a single place that allows you to deploy that any Kubernetes environment. But now you have one place to set your policies. We take care of the differences between this, this system. The second area is management, right? So once you have all everything deployed, how do you get a single object model that tells you where your stuff is and how it's performing, and then apply policies to it as well. So these are two areas and security and so on and so forth. So the idea is that figure out what you can abstract and make common across cloud. Make that simple and put it in one place while always allowing the developers to go underneath and use the differentiated features for innovation. >>Yeah, one of the areas I'm excited, I want to get your thoughts of too is, we haven't talked about this in the past, but it, I'll throw it out there. I think the, the new AI coming out chat, G P T and other things like lens, you see it and see new kinds of AI coming that's gonna be right in the heavy lifting opportunity to make things easier with AI and automation. I think AI will be a big factor in super cloud and, and cross cloud. What's your thoughts? >>Well, the one way to look at AI is, is one of the main, main services that you would want out of a multi-cloud, right? You want eventually, right now Google seems to have an edge, but you know, the competition creates, you know, innovation. So later on you wanna use something from Azure or from or from Oracle or something that, so you want at some point that is gonna be prone every single service in in the cloud is gonna be prone to obstruction and simplification. And I, I'm just excited about to see >>What book, I can't wait for the chat services to write code automatically for us. Well, >>They >>Do, they do. They're doing it now. They do. >>Oh, the other day, somebody, you know that I do this song par this for. So for fun sometimes. And somebody the other day said, ask the AI to write a parody song for multi-cloud. And so I have the lyrics stay >>Tuned. I should do that from my blog post. Hey, write a blog post on this January 17th, Victoria, thanks for coming in, sharing the preview bottom line. Why should people come? Why is it important? What's your final kind of takeaway? Billboard message >>History is repeat itself. It goes to three major inflection points, right? We had the inflection point with the cloud and the people that got left behind, they were not as competitive as the people that got on top o of this wave. The new wave is the super cloud, what we call cross cloud services. So if you are a customer that is experiencing this problem today, tune in to to hear from other customers in, in your same space. If you are behind, tune in to avoid the, the, the, the mistakes and the, the shortfalls of this new wave. And so that you can use multi-cloud to accelerate your business and kick butt in the future. >>All right. Kicking kick your names and kicking butt. Okay, we're here on J January 17th. Super Cloud two. Momentum continues. We'll be super cloud three. There'll be super cloud floor. More and more open conversations. Join the community, join the conversation. It's open. We want more voices. We want more, more industry. We want more customers. It's happening. A lot of momentum. Victoria, thank you for your time. Thank you. Okay. I'm John Farer, host of the Cube. Thanks for watching.

(soft music) >> Welcome back to Sin City, guys and girls we're glad you're with us. You've been watching theCUBE all week, we know that. This is theCUBE's live coverage of AWS re:Invent 22, from the Venetian Expo Center where there are tens of thousands of people, and this event if you know it, covers the entire strip. There are over 55,000 people here, hundreds of thousands online. Dave, this has been a fantastic show. It is clear everyone's back. We're hearing phenomenal stories from AWS and it's ecosystem. We got a great customer story coming up next, featured on the main stage. >> Yeah, I mean, you know, post pandemic, you start to think about, okay, how are things changing? And one of the things that we heard from Adam Selipsky, was, we're going beyond digital transformation into business transformation. Okay. That can mean a lot of things to a lot of people. I have a sense of what it means. And I think this next interview really talks to business transformation beyond digital transformation, beyond the IT. >> Excellent. We've got two guests. One of them is an alumni, Scott Mullins joins us, GM, AWS Worldwide Financial Services, and Brad Peterson is here, the EVP, CIO and CTO of NASDAQ. Welcome guys. Great to have you. >> Hey guys. >> Hey guys. Thanks for having us. >> Yeah >> Brad, talk a little bit, there was an announcement with NASDAQ and AWS last year, a year ago, about how they're partnering to transform capital markets. It was a highlight of last year. Remind us what you talked about and what's gone on since then. >> Yeah, so, we are very excited. I work with Adena Friedman, she's my boss, CEO of NASDAQ, and she was on stage with Adam for his first Keynote as CEO of AWS. And we made the commitment that we were going to move our markets to the Cloud. And we've been a long time customer of AWS and everyone said, you know the last piece, the last frontier to be moved was the actual matching where all the messages, the quotes get matched together to become confirmed orders. So that was what we committed to less than a year ago. And we said we were going to move one of our options markets. In the US, we have six of them. And options markets are the most challenging, they're the most high volume and high performance. So we said, let's start with something really challenging and prove we can do it together with AWS. So we committed to that. >> And? Results so far? >> So, I can sit here and say that November 7th so we are live, we're in production and the MRX Exchange is called Mercury, so we shorten it for MRX, we like acronyms in technology. And so, we started with a phased launch of symbols, so you kind of allow yourself to make sure you have all the functionality working then you add some volume on it, and we are going to complete the conversion on Monday. So we are all good so far. And I have some results I can share, but maybe Scott, if you want to talk about why we did that together. >> Yeah. >> And what we've done together over many years. >> Right. You know, Brian, I think it's a natural extension of our relationship, right? You know, you look at the 12 year relationship that AWS and NASDAQ have had together, it's just the next step, in the way that we're going to help the industry transform itself. And so not just NASDAQ's business transformation for itself, but really a blueprint and a template for the entire capital markets industry. And so many times people will ask me, who's using Cloud well? Who's doing well in the Cloud? And NASDAQ is an easy example to point to, of somebody who's truly taking advantage of these capabilities because the Cloud isn't a place, it's a set of capabilities. And so, this is a shining example of how to use these capabilities to actually deliver real business benefit, not just to to your organization, but I think the really exciting part is the market technology piece of how you're serving other exchanges. >> So last year before re:Invent, we said, and it's obvious within the tech ecosystem, that technology companies are building on top of the Cloud. We said, the big trend that we see in the 2020s is that, you know, consumers of IT, historically, your customers are going to start taking their stacks, their software, their data, their services and sassifying, putting it on the Cloud and delivering new services to customers. So when we saw Adena on stage last year, we called it by the way, we called it Super Cloud. >> Yeah. >> Okay. Some people liked the term but I love it. And so yeah, Super Cloud. So when we saw Adena on stage, we said that's a great example. We've seen Capital One doing some similar things, we've had some conversations with US West, it's happening, right? So talk about how you actually do that. I mean, because you've got a lot, you've got a big on-premises stay, are you connecting to that? Is it all in the Cloud? Paint a picture of what the architecture looks like? >> Yeah. And there's, so you started with the business transformation, so I like that. >> Yeah. >> And the Super Cloud designation, what we are is, we own and operate exchanges in the United States and in Europe and in Canada. So we have our own markets that we're looking at modernizing. So we look at this, as a modernization of the capital market infrastructure, but we happen to be the leading technology provider for other markets around the world. So you either build your own or you source from us. And we're by far the leading provider. So a lot of our customers said, how about if you go first? It's kind of like Mikey, you know, give it to Mikey, let him try it. >> See if Mikey likes it. >> Yeah. >> Penguin off the iceberg thing. >> Yeah. And so what we did is we said, to make this easy for our customers, so you want to ask your customers, you want to figure out how you can do it so that you don't disrupt their business. So we took the Edge Compute that was announced a few years ago, Amazon Outposts, and we were one of their early customers. So we started immediately to innovate with, jointly innovate with Amazon. And we said, this looks interesting for us. So we extended the region into our Carteret data center in Northern New Jersey, which gave us all the services that we know and love from Amazon. So our technical operations team has the same tools and services but then, we're able to connect because in the markets what we're doing is we need to connect fairly. So we need to ensure that you still have that fairness element. So by bringing it into our building and extending the Edge Compute platform, the AWS Outpost into Carteret, that allowed us to also talk very succinctly with our regulators. It's a familiar territory, it's all buttoned up. And that simplified the conversion conversation with the regulators. It simplified it with our customers. And then it was up to us to then deliver time and performance >> Because you had alternatives. You could have taken a more mature kind of on-prem legacy stack, figured out how to bolt that in, you know, less cloudy. So why did you choose Outposts? I am curious. >> Well, Outposts looked like when it was announced, that it was really about extending territory, so we had our customers in mind, our global customers, and they don't always have an AWS region in country. So a lot of you think about a regulator, they're going to say, well where is this region located? So finally we saw this ability to grow the Cloud geographically. And of course we're in Sweden, so we we work with the AWS region in Stockholm, but not every country has a region yet. >> And we're working as fast as we can. - Yes, you are. >> Building in every single location around the planet. >> You're doing a good job. >> So, we saw it as an investment that Amazon had to grow the geographic footprint and we have customers in many smaller countries that don't have a region today. So maybe talk a little bit about what you guys had in mind and it's a multi-industry trend that the Edge Compute has four or five industries that you can say, this really makes a lot of sense to extend the Cloud. >> And David, you said it earlier, there's a trend of ecosystems that are coming onto the Cloud. This is our opportunity to bring the Cloud to an ecosystem, to an existing ecosystem. And if you think about NASDAQ's data center in Carteret, there's an ecosystem of NASDAQ's clients there that are there to be with NASDAQ. And so, it was actually much easier for us as we worked together over a really a four year period, thinking about this and how to make this technological transition, to actually bring the capabilities to that ecosystem, rather than trying to bring the ecosystem to AWS in one of our public regions. And so, that's been our philosophy with Outpost all along. It's actually extending our capabilities that our customers know and love into any environment that they need to be able to use that in. And so to Brad's point about servicing other markets in different countries around the world, it actually gives us that ability to do that very quickly, very nimbly and very succinctly and successfully. >> Did you guys write a working backwards document for this initiative? >> We did. >> Yeah, we actually did. So to be, this is one of the fully exercised. We have a couple of... So by the way, Scott used to work at NASDAQ and we have a number of people who have gone from NASDAQ data to AWS, and from AWS to NASDAQ. So we have adopted, that's one of the things that we think is an effective way to really clarify what you're trying to accomplish with a project. So I know you're a little bit kidding on that, but we did. >> No, I was close. Because I want to go to the like, where are we in the milestone? And take us through kind of what we can expect going forward now that we've worked backwards. >> Yep, we did. >> We did. And look, I think from a milestone perspective, as you heard Brad say, we're very excited that we've stood up MRX in production. Having worked at NASDAQ myself, when you make a change and when you stand up a market that's always a moment where you're working with your community, with your clients and you've got a market-wide call that you're working and you're wanting to make sure that everything goes smoothly. And so, when that call went smoothly and that transition went smoothly I know you were very happy, and in AWS, we were also very happy as well that we hit that milestone within the timeframe that Adena set. And that was very important I know to you. >> Yeah. >> And for us as well. >> Yeah. And our commitment, so the time base of this one was by the end of 2022. So November 7th, checked. We got that one done. >> That's awesome. >> The other one is we said, we wanted the performance to be as good or better than our current platform that we have. And we were putting a new version of our derivative or options software onto this platform. We had confidence because we already rolled it to one market in the US then we rolled it earlier this year and that was last year. And we rolled it to our nordic derivatives market. And we saw really good customer feedback. So we had confidence in our software was going to run. Now we had to marry that up with the Outpost platform and we said we really want to achieve as good or better performance and we achieved better performance, so that's noticeable by our customers. And that one was the biggest question. I think our customers understand when we set a date, we test them with them. We have our national test facility that they can test in. But really the big question was how is it going to perform? And that was, I think one of the biggest proof points that we're really proud about, jointly together. And it took both, it took both of us to really innovate and get the platform right, and we did a number of iterations. We're never done. >> Right. >> But we have a final result that says it is better. >> Well, congratulations. - Thank you. >> It sounds like you guys have done a tremendous job. What can we expect in 2023? From NASDAQ and AWS? Any little nuggets you can share? >> Well, we just came from the partner, the partner Keynote with Adam and Ruba and we had another colleague on stage, so Nick Ciubotariu, so he is actually someone who brought digital assets and cryptocurrencies onto the Venmo, PayPal platform. He joined NASDAQ about a year ago and we announced that in our marketplace, the Amazon marketplace, we are going to offer digital custody, digital assets custody solution. So that is certainly going to be something we're excited about in 2023. >> I know we got to go, but I love this story because it fits so great at the Super cloud but we've learned so much from Amazon over the years. Two pieces of teams, we talked about working backwards, customer obsession, but this is a story of NASDAQ pointing its internal capabilities externally. We're already on that journey and then, bringing that to the Cloud. Very powerful story. I wonder what's next in this, because we learn a lot and we, it's like the NFL, we copy it. I think about product market fit. You think about scientific, you know, go to market and seeing that applied to the financial services industry and obviously other industries, it's really exciting to see. So congratulations. >> No, thank you. And look, I think it's an example of Invent and Simplify, that's another Amazon principle. And this is, I think a great example of inventing on behalf of an industry and then continually working to simplify the way that the industry works with all of us. >> Last question and we've got only 30 seconds left. Brad, I'm going to direct it to you. If you had the opportunity to take over the NASDAQ sign in Times Square and say a phrase that summarizes what NASDAQ and AWS are doing together, what would it say? >> Oh, and I think I'm going to put that up on Monday. So we're going to close the market together and it's going to say, "Modernizing the capital market's infrastructure together." >> Very cool. >> Excellent. Drop the mic. Guys, this was fantastic. Thank you so much for joining us. We appreciate you joining us on the show, sharing your insights and what NASDAQ and AWS are doing. We're going to have to keep watching this. You're going to have to come back next year. >> All right. >> For our guests and for Dave Vellante, I'm Lisa Martin. You're watching theCUBE, the leader in live enterprise and emerging tech coverage. (soft music)

>>live >>from Denver, Colorado. It's the Q covering com vault Go 2019. Brought to you by combo. >>Hey, welcome to the Cube. Lisa Martin in Colorado for CONMEBOL Go 19. Statement. A man is with me this week, and we are pleased to welcome one of combos, longtime customers from the University of Leicester. We have Mark Penny, the systems specialist in infrastructure. Mark. Welcome to the Cube. >>Hi. It's good to be here. >>So you have been a convo customer at the UNI for nearly 10 years now, just giving folks an idea of about the union got 51 different academic departments about five research institutes. Cool research going on, by the way and between staff and students. About 20,000 folks, I'm sure all bringing multiple devices onto the campus. So talk to us about you came on board in 20 ton. It's hard to believe that was almost 10 years ago and said, All right, guys, we really got to get a strategy around back up, talk to us about way back then what? You guys were doing what you saw as an opportunity. What you're doing with combo today, a >>time and the There's a wide range of backup for us. There was no really assurance that we were getting back up. So we had a bit of convert seven that was backing up the Windows infrastructure. There was tyranny storage manager backing up a lot of Linux. And there was Amanda and open source thing. And then there was a LL sorts of scripts and things. So, for instance, of'em where backups were done by creating an array snapshot with the script, then mounting that script into that snapshot into another server backing up the server with calm bolt on the restore process is an absolute takes here. It was very, very difficult, long winded, required a lot of time on the checks. For this, it really was quite quite difficult to run it. Use a lot of stuff. Time we were, as far as the corporate side was concerned it exclusively on tape resource manager, we're using disc. Amanda was again for tape in a different, completely isolated system. Coupled with this, there had been a lack of investment in the data centers themselves, so the network hadn't really got a lot of throughput. This men that way were using data private backup networks in order to keep back up data off the production networks because there was really challenges over bandwidth contention backups on. So consider it over around and so on. If you got a back up coming into the working day defect student So Way started with a blank sheet of paper in many respects on went out to see what was available on Dhe. There was the usual ones it with the net back up, typically obviously again on convert Arc Serve has. But what was really interesting was deed Implication was starting to come in, But at the time, convo tonight just be released, and it had an absolutely killer feature for us, which was client side duplication. This men that we could now get rid of most of this private backup network that was making a lot of complex ISI. So it also did backup disk on back up to tape. So at that point, way went in with six Media agents. Way had a few 100 terabytes of disk storage. The strategy was to keep 28 days on disk and then the long term retention on tape into a tape library. WeII kept back through it about 2013 then took the decision. Disc was working, so let's just do disco only on save a whole load of effort. In even with a take life, you've got to refresh the tapes and things. So give it all on disk with D Duplication way, basically getting a 1 to 1. So if we had take my current figures about 1.5 petabytes of front side protected data, we've got about 1.5 petabytes in the back up system, which, because of all the synthetic fools and everything, we've got 12 months retention. We've got 28 days retention. It works really, really well in that and that that relationship, almost 1 to 1 with what's in the back up with all the attention with plants like data, has been fairly consistent since we went all disc >>mark. I wonder if you'd actually step back a second and talks about the role in importance of data in your organization because way went through a lot of the bits and bytes in that is there. But as a research organization, you know, I expect that data is, you know, quite a strategic component of the data >>forms your intellectual property. It's what is caught your research. It's the output of your investigations. So where were doing Earth Operational science. So we get data from satellites and that is then brought down roars time, little files. They then get a data set, which will consist of multiple packages of these, these vials and maybe even different measurements from different satellites that then combined and could be used to model scenarios climate change, temperature or pollution. All these types of things coming in. It's how you then take that raw data work with it. In our case, we use a lot of HPC haIf of computing to manipulate that data. And a lot of it is how smart researchers are in getting their code getting the maximum out of that data on. Then the output of that becomes a paper project on dhe finalized final set of of date, which is the results, which all goes with paper. We've also done the a lot of genetics and things like that because the DNA fingerprinting with Alec Jeffrey on what was very interesting with that one is how it was those techniques which then identified the bones that were dug up under the car park in Leicester, which is Richard >>Wright documentary. >>Yeah, on that really was quite exciting. The way that well do you really was quite. It's quite fitting, really, techniques that the university has discovered, which were then instrumental in identifying that. >>What? One of the interesting things I found in this part of the market is used to talk about just protecting my data. Yeah, a lot of times now it's about howto. Why leverage my data even Maur. How do I share my data? How do I extract more value out of the data in the 10 years you've been working with calm Boulder? Are you seeing that journey? Is that yes, the organization's going down. >>There's almost there's actually two conflicting things here because researchers love to share their data. But some of the data sets is so big that can be quite challenging. Some of the data sets. We take other people's Day to bring it in, combining with our own to do our own modeling. Then that goes out to provide some more for somebody else on. There's also issues about where data could exist, so there's a lot of very strict controls about the N. H s data. So health data, which so n hs England that can't then go out to Scotland on Booth. Sometimes the regulatory compliance almost gets sidelines with the excitement about research on way have quite a dichotomy of making sure that where we know about the data, that the appropriate controls are there and we understand it on Hopefully, people just don't go on, put it somewhere. It's not because some of the data sets for medical research, given the data which has got personal, identifiable information in it, that then has to be stripped out. So you've got an anonymous data set which they can then work with it Z assuring that the right data used the right information to remove so that you don't inadvertently go and then expose stuff s. So it's not just pure research on it going in this silo and in this silo it's actually ensuring that you've got the right bits in the right place, and it's being handled correctly >>to talk to us about has you know, as you pointed out, this massive growth and data volumes from a university perspective, health data perspective research perspective, the files are getting bigger and bigger In the time that you've started this foundation with combo in the last 9 10 years. Tremendous changes not just and data, but talking about complaints you've now got GDP are to deal with. Give us a perspective and snapshot of your of your con vault implementation and how you've evolved that as all the data changes, compliance changes and converts, technology has evolved. So if you take >>where we started off, we had a few 100 petabytes of disk. It's just before we migrated. Thio on Premise three Cloud Libraries That point. I think I got 2.1 petabytes of backup. Storage on the volume of data is exponentially growing covers the resolution of the instruments increases, so you can certainly have a four fold growth data that some of those are quite interesting things. They when I first joined the great excitement with a project which has just noticed Betty Colombo, which is the Mercury a year for in space agency to Demeter Mercury and they wanted 50 terabytes and way at that time, that was actually quite a big number way. We're thinking, well, we make the split. What? We need to be careful. Yes. Okay. 50 terrorizes that over the life of project. And now that's probably just to get us going. Not much actually happened with it. And then storage system changed and they still had their 50 terabytes with almost nothing in it way then understood that the spacecraft being launched and that once it had been launched, which was earlier this year, it was going to take a couple of years before the first data came back. Because it has to go to Venus. It has to go around Venus in the wrong direction, against gravity to slow it down. Then it goes to Mercury and the rial bolt data then starts coming back in. You'd have thought going to Mercury was dead easy. You just go boom straight in. But actually, if you did that because of gravity of the sun, it would just go in. You'd never stop. Just go straight into the sun. You lose your spacecraft. >>Nobody wants >>another. Eggs are really interesting. Is artfully Have you heard of the guy? A satellite? >>Yes. >>This is the one which is mapping a 1,000,000,000 stars in the Milky Way. It's now gone past its primary mission, and it's got most of that data. Huge data sets on DDE That data, there's, ah, it's already being worked on, but they are the university Thio task, packaging it and cleansing it. We're going to get a set of that data we're going to host. We're currently hosting a national HPC facility, which is for space research that's being replaced with an even bigger, more powerful one. Little probably fill one of our data centers completely. It's about 40 racks worth, and that's just to process that data because there's so much information that's come from it. And it's It's the resolution. It's the speed with which it can be computed on holding so much in memory. I mean, if you take across our current HPC systems, we've got 100 terabytes of memory across two systems, and those numbers were just unthinkable even 10 years ago, a terrible of memory. >>So Mark Lease and I would like to keep you here all way to talk about space, Mark todo of our favorite topics. But before we get towards the end, but a lot of changes, that combo, it's the whole new executive team they bought Hedvig. They land lost this metallic dot io. They've got new things. It's a longtime customer. What your viewpoint on com bold today and what what you've been seeing quite interesting to >>see how convoy has evolved on dhe. These change, which should have happened between 10 and 11 when they took the decision on the next generation platform that it would be this by industry. Sand is quite an aggressive pace of service packs, which are then come out onto this schedule. And to be fair, that schedule is being stuck to waken plan ahead. We know what's happening on Dhe. It's interesting that they're both patches and the new features and stuff, and it's really great to have that line to work, too. Now, Andi way with platform now supports natively stone Much stuff. And this was actually one of the decisions which took us around using our own on Prem Estimate Cloud Library. We were using as you to put a tear on data off site on with All is working Great. That can we do s3 on friend on. It's supported by convoy is just a cloud library. Now, When we first started that didn't exist. Way took the decision. It will proof of concept and so on, and it all worked, and we then got high for scale as well. It's interesting to see how convoy has gone down into the appliance 11 to, because people want to have to just have a box unpack it. Implicated. If you haven't got a technical team or strong yo skills in those area, why worry about putting your own system together? Haifa scale give you back up in a vault on the partnerships with were in HP customer So way we're using Apollo's RS in storage. Andi Yeah, the Apollo is actually the platform. If we bought Heifer Scale, it would have gone on an HP Apollo as well, because of the way with agreements, we've got invited. Actually, it's quite interesting how they've gone from software. Hardware is now come in, and it's evolving into this platform with Hedvig. I mean, there was a convoy object store buried in it, but it was very discreet. No one really knew about it. You occasionally could see a term on it would appear, but it it wasn't something which they published their butt object store with the increasing data volumes. Object Store is the only way to store. There's these volumes of data in a resilient and durable way. Eso Hedvig buying that and integrating in providing a really interesting way forward. And yet, for my perspective, I'm using three. So if we had gone down the Hedvig route from my perspective, what I would like to see is I have a story policy. I click on going to point it to s three, and it goes out it provision. The bucket does the whole lot in one a couple of clicks and that's it. Job done. I don't need to go out, create the use of create the bucket, and then get one out of every little written piece in there. And it's that tight integration, which is where I see benefits coming in you. It's giving value to the platform and giving the customer the assurance that you've configured correctly because the process is an automated in convoy has ensured that every step of the way the right decisions being made on that. Yet with metallic, that's everything is about it's actually tried and tested products with a very, very smart work for a process put round to ensure that the decisions you make. You don't need to be a convoy expert to get the outcome and get the backups. >>Excellent. Well, Mark, thank you for joining Student on the Cape Talking about tthe e evolution that the University of Leicester has gone through and your thoughts on com bolts evolution in parallel. We appreciate your time first to Minutemen. I'm Lisa Martin. You're watching the cue from combo go 19.

>> Ladies and gentlemen, please welcome Red Hat President Products and Technologies. Paul Cormier. Boring. >> Welcome back to Boston. Welcome back. And welcome back after a great night last night of our opening with with Jim and talking to certainly saw ten Jenny and and especially our customers. It was so great last night to hear our customers in how they set their their goals and how they met their goals. All possible because certainly with a little help from red hat, but all possible because of because of open source. And, you know, sometimes we have to all due that has set goals. And I'm going to talk this morning about what we as a company and with community, have set for our goals along the way. And sometimes you have to do that. You know, audacious goals. It can really change the perception of what's even possible. And, you know, if I look back, I can't think of anything, at least in my lifetime, that's more important. Or such a big golden John F. Kennedy setting the gold to the American people to go to the moon. I believe it or not, I was really, really only three years old when he said that, honestly. But as I grew up, I remember the passion around the whole country and the energy to make that goal a reality. So let's sort of talk about in compare and contrast, a little bit of where we are technically at that time, you know, tto win and to beat and winning the space race and even get into the space race. There was some really big technical challenges along the way. I mean, believe it or not. Not that long ago. But even But back then, math Malik mathematical calculations were being shifted from from brilliant people who we trusted, and you could look in the eye to A to a computer that was programmed with the results that were mostly printed out. This this is a time where the potential of computers was just really coming on the scene and, at the time, the space race at the time of space race it. It revolved around an IBM seventy ninety, which was one of the first transistor based computers. It could perform mathematical calculations faster than even the most brilliant mathematicians. But just like today, this also came with many, many challenges And while we had the goal of in the beginning of the technique and the technology to accomplish it, we needed people so dedicated to that goal that they would risk everything. And while it may seem commonplace to us today to trust, put our trust in machines, that wasn't the case. Back in nineteen sixty nine, the seven individuals that made up the Mercury Space crew were putting their their lives in the hands of those first computers. But on Sunday, July twentieth, nineteen sixty nine, these things all came together. The goal, the technology in the team and a human being walked on the moon. You know, if this was possible fifty years ago, just think about what Khun B. Accomplished today, where technology is part of our everyday lives. And with technology advances at an ever increasing rate, it's hard to comprehend the potential that sitting right at our fingertips every single day, everything you know about computing is continuing to change. Today, let's look a bit it back. A computing In nineteen sixty nine, the IBM seventy ninety could process one hundred thousand floating point operations per second, today's Xbox one that sitting in most of your living rooms probably can process six trillion flops. That's sixty million times more powerful than the original seventy ninety that helped put a human being on the moon. And at the same time that computing was, that was drastically changed. That this computing has drastically changed. So have the boundaries of where that computing sits and where it's been where it lives. At the time of the Apollo launch, the computing power was often a single machine. Then it moved to a single data center, and over time that grew to multiple data centers. Then with cloud, it extended all the way out to data centers that you didn't even own or have control of. But but computing now reaches far beyond any data center. This is also referred to as the edge. You hear a lot about that. The Apollo's, the Apollo's version of the Edge was the guidance system, a two megahertz computer that weighed seventy pounds embedded in the capsule. Today, today the edge is right here on my wrist. This apple watch weighs just a couple of ounces, and it's ten ten thousand times more powerful than that seventy ninety back in nineteen sixty nine But even more impactful than computing advances, combined with the pervasive availability of it, are the changes and who in what controls those that similar to social changes that have happened along the way. Shifting from mathematicians to computers, we're now facing the same type of changes with regards to operational control of our computing power. In its first forms. Operational control was your team, your team within your control? In some cases, a single person managed everything. But as complexity grows, our team's expanded, just like in the just like in the computing boundaries, system integrators and public cloud providers have become an extension of our team. But at the end of the day, it's still people that are still making all the decisions going forward with the progress of things like a I and software defined everything. It's quite likely that machines will be managing machines, and in many cases that's already happening today. But while the technology at our finger tips today is so impressive, the pace of changing complexity of the problems we aspire to solve our equally hard to comprehend and they are all intertwined with one another learning from each other, growing together faster and faster. We are tackling problems today on a global scale with unsinkable complexity beyond anyone beyond what any one single company or even one single country Khun solve alone. This is why open source is so important. This is why open source is so needed today in software. This is why open sources so needed today, even in the world, to solve other types of complex problems. And this is why open source has become the dominant development model which is driving the technology direction. Today is to bring two brother to bring together the best innovation from every corner of the planet. Toe fundamentally change how we solve problems. This approach and access the innovation is what has enabled open source To tackle The challenge is big challenges, like creating the hybrid cloud like building a truly open hybrid cloud. But even today it's really difficult to bridge the gap of the innovation. It's available in all in all of our fingertips by open source development, while providing the production level capabilities that are needed to really dip, ploy this in the enterprise and solve RIA world business problems. Red Hat has been committed to open source from the very, very beginning and bringing it to solve enterprise class problems for the last seventeen plus years. But when we built that model to bring open source to the enterprise, we absolutely knew we couldn't do it halfway tow harness the innovation. We had to fully embrace the model. We made a decision very early on. Give everything back and we live by that every single day. We didn't do crazy crazy things like you hear so many do out there. All this is open corps or everything below. The line is open and everything above the line is closed. We didn't do that, and we gave everything back Everything we learned in the process of becoming an enterprise class technology company. We gave it all of that back to the community to make better and better software. This is how it works. And we've seen the results of that. We've all seen the results of that and it could only have been possible within open source development model we've been building on the foundation of open source is most successful Project Lennox in the architecture of the future hybrid and bringing them to the Enterprise. This is what made Red Hat, the company that we are today and red hats journey. But we also had the set goals, and and many of them seemed insert insurmountable at the time, the first of which was making Lennox the Enterprise standard. And while this is so accepted today, let's take a look at what it took to get there. Our first launch into the Enterprise was rail two dot one. Yes, I know we two dot one, but we knew we couldn't release a one dato product. We knew that and and we didn't. But >> we didn't want to >> allow any reason why anyone of any customer anyone shouldn't should look past rail to solve their problems as an option. Back then, we had to fight every single flavor of Unix in every single account. But we were lucky to have a few initial partners and Big Eyes v partners that supported Rehl out of the gate. But while we had the determination, we knew we also had gaps in order to deliver on our on our priorities. In the early days of rail, I remember going to ask one of our engineers for a past rehl build because we were having a customer issue on it on an older release. And then I watched in horror as he rifled through his desk through a mess of CDs and magically came up and said, I found it here It is told me not to worry that the build this was he thinks this was the bill. This was the right one, and at that point I knew that despite the promise of Lennox, we had a lot of work ahead of us. The not only convinced the world that Lennox was secure, stable, an enterprise ready, but also to make that a reality. But we did. And today this is our reality. It's all of our reality. From the Enterprise Data Center standard to the fastest computers on the planet, Red Hat Enterprise, Lennox has continually risen to the challenge and has become the core foundation that many mission critical customers run and bet their business on. And an even bigger today Lennox is the foundation of which practically every single technology initiative is built upon. Lennox is not only standard toe build on today, it's the standard for innovation that builds around it. That's the innovation that's driving the future as well. We started our story with rail two dot one, and here we are today, seventeen years later, announcing rally as we did as we did last night. It's specifically designed for applications to run across the open hybrid. Clyde Cloud. Railed has become the best operating simp system for on premise all the way out to the cloud, providing that common operating model and workload foundation on which to build hybrid applications. Let's take it. Let's take a look at how far we've come and see this in action. >> Please welcome Red Hat Global director of developer experience, burst Sutter with Josh Boyer, Timothy Kramer, Lars Carl, it's Key and Brent Midwood. All right, we have some amazing things to show you. In just a few short moments, we actually have a lot of things to show you. And actually, Tim and Brandt will be with us momentarily. They're working out a few things in the back because we have a lot of this is gonna be a live demonstration, some incredible capabilities. Now you're going to see clear innovation inside the operating system where we worked incredibly hard to make it vast cities. You're free to manage many, many machines. I want you thinking about that as we go to this process. Now, also, keep in mind that this is the basis our core platform for everything we do here. Red hat. So it is an honor for me to be able to show it to you live on stage today. And so I recognize the many of you in the audience right now. Her hand's on systems administrators, systems, architect, citizens, engineers. And we know that you're under ever growing pressure to deliver needed infrastructure. Resource is ever faster, and that is a key element to what you're thinking about every day. Well, this has been a core theme, and our design decisions find red Odd Enterprise Lennox eight and intelligent operating system, which is making it fundamentally easier for you manage machines that scale. So hold what you're about to see next. Feels like a new superpower and and that redhead azure force multiplier. So first, let me introduce you to a large. He's totally my limits guru. >> I wouldn't call myself a girl, but I I guess you could say that I want to bring Lennox and light meant to more people. >> Okay, Well, let's let's dive in. And we're not about the clinic's eight. >> Sure. Let me go. And Morgan, >> wait a >> second. There's windows. >> Yeah, way Build the weft Consul into Really? That means that for the first time, you can log in from any device including your phone or this standard windows laptop. So you just go ahead and and to my Saturday lance credentials here. >> Okay, so now >> you're putting >> your limits password and over the web. >> Yeah, that might sound a bit scary at first, but of course, we're using the latest security tech by T. L s on dh csp on. Because that's the standard Lennox off site. You can use everything that you used to like a stage keys, OTP, tokens and stuff like this. >> Okay, so now I see the council right here. I love the dashboard overview of the system, but what else can you tell us about this council? >> Right? Like right here. You see the load of the system, some some of its properties. But you can also dive into logs everything that you're used to from the command line, right? Or lookit, services. This's all the services I've running, can start and stuff them and enable >> OK, I love that feature right there. So what about if I have to add a whole new application to this environment? >> Good that you're bringing that up. We build a new future into hell called application streams. Which the way for you to install different versions of your half stack that are supported I'LL show you with Youngmin a command line. But since Windows doesn't have a proper terminal, I'll just do it in the terminal that we built into the Web console Since the browser, I can even make this a bit bigger. Go to, for example, to see the application streams that we have for Poskus. Ijust do module list and I see you know we have ten and nine dot six Both supported tennis a default on defy enable ninety six Now the next time that I installed prescribes it will pull all their lady towards from them at six. >> Ok, so this is very cool. I see two verses of post Chris right here What tennis to default. That is fantastic and the application streams making that happen. But I'm really kind of curious, right? I loved using know js and Java. So what about multiple versions of those? >> Yeah, that's exactly the idea way. Want to keep up with the fast moving ecosystems off programming language? Isn't it a business? >> Okay, now, But I have another key question. I know some people were thinking it right now. What about Python? >> Yeah. In fact, in a minimum and still like this, python gives you command. Not fact. Just have to type it correctly. You can't just install which everyone you want two or three or whichever your application needs. >> Okay, Well, that is I've been burned on that one before. Okay, so no actual. Have a confession for all you guys. Right here. You guys keep this amongst yourselves. Don't let Paul No, I'm actually not a linnet systems administrator. I'm an application developer, an application architect, And I recently had to go figure out how to extend the file system. This is for real. And I'm going to the rat knowledge base and looking up things like, you know, PV create VD, extend resized to f s. And I have to admit, that's hard, >> right? I've opened the storage space for you right here, where you see an overview of your storage. And the council has made for people like you as well not only for people that I knew that when you two lunatics, right? It's if you're running, you're running some of the commands only, you know, some of the time you don't remember them. So, for example, I haven't felt twosome here. That's a little bit too small. Let me just throw it. It's like, you know, dragging this lighter. It calls all the command in the background for you. >> Oh, that is incredible. Is that simple? Just drag and drop. That is fantastic. Well, so I actually, you know, we'll have another question for you. It looks like now this linen systems administration is no longer a dark heart involving arcane commands typed into a black terminal. Like using when those funky ergonomic keyboards you know I'm talking about right? Do >> you know a lot of people, including me and people in the audience like that dark out right? And this is not taking any of that away. It's on additional tool to bring limits to more people. >> Okay, well, that is absolute fantastic. Thank you so much for that Large. And I really love him installing everything is so much easier, including a post gra seeker and, of course, the python that we saw right there. So now I want to change gears for a second because I actually have another situation that I'm always dealing with. And that is every time I want to build a new Lenox system, not only I don't want to have to install those commands again and again, it feels like I'm doing it over and over. So, Josh, how would I create a golden image? One VM image that can use and we have everything pre baked in? >> Yeah, absolutely. But >> we get that question all the time. So really includes image builder technology. Image builder technology is actually all of our hybrid cloud operating system image tools that we use to build our own images and rolled up in a nice, easy to integrate new system. So if I come here in the web console and I go to our image builder tab, it brings us to blueprints, right? Blueprints or what we used to actually control it goes into our golden image. Uh, and I heard you and Lars talking about post present python. So I went and started typing here. So it brings us to this page, but you could go to the selected components, and you can see here I've created a blueprint that has all the python and post press packages in it. Ah, and the interesting thing about this is it build on our existing kickstart technology. But you can use it to deploy that whatever cloud you want. And it's saved so that you don't actually have to know all the various incantations from Amazon toe azure to Google, whatever it's all baked in on. When you do this, you can actually see the dependencies that get brought in as well. Okay. Should we create one life? Yes, please. All right, cool. So if we go back to the blueprints page and we click create blueprint Let's, uh let's make a developer brute blueprint here. So we click great, and you can see here on the left hand side. I've got all of my content served up by Red Hat satellite. We have a lot of great stuff, and really, But we can go ahead and search. So we'LL look for post grows and you know, it's a developer image at the client for some local testing. Um, well, come in here and at the python bits. Probably the development package. We need a compiler if we're going to actually build anything. So look for GCC here and hey, what's your favorite editor? >> A Max, Of course, >> Max. All right. Hey, Lars, about you. I'm more of a person. You Maxim v I All right, Well, if you want to prevent a holy war in your system, you can actually use satellite to filter that out. But we're going to go ahead and Adam Ball, sweetie, I'm a fight on stage. So wait, just point and click. Let the graphical one. And then when we're all done, we just commit our changes, and our image is ready to build. >> Okay, So this VM image we just created right now from that blueprint this is now I can actually go out there and easily deploys of deploy this across multiple cloud providers. And as well as this on stage are where we have right now. >> Yeah, absolutely. We can to play on Amazon as your google any any infrastructure you're looking for so you can really hit your Clyburn hybrid cloud operating system images. >> Okay. All right, listen, we >> just go on, click, create image. Uh, we can select our different types here. I'm gonna go ahead and create a local VM because it's available image, and maybe they want to pass it around or whatever, and I just need a few moments for it to build. >> Okay? So while that's taking a few moments, I know there's another key question in the minds of the audience right now, and you're probably thinking I love what I see. What Right eye right hand Priceline say. But >> what does it >> take to upgrade from seven to eight? So large can you show us and walk us through an upgrade? >> Sure, this's my little Thomas Block that I set up. It's powered by what Chris and secrets over, but it's still running on seven six. So let's upgrade that jump over to my house fee on satellite on. You see all my relate machines here, including the one I showed you what Consul on before. And there is that one with my sun block and there's a couple others. Let me select those as well. This one on that one. Just go up here. Schedule remote job. And she was really great. And hit Submit. I made it so that it makes the booms national before. So if anything was wrong Kans throwback! >> Okay, okay, so now it's progressing. Here, >> it's progressing. Looks like it's running. Doing >> live upgrade on stage. Uh, >> seems like one is failing. What's going on here? Okay, we checked the tree of great Chuck. Oh, yeah, that's the one I was playing around with Butter fest backstage. What? Detective that and you know, it doesn't run the Afghan cause we don't support operating that. >> Okay, so what I'm hearing now? So the good news is, we were protected from possible failed upgrade there, So it sounds like these upgrades are perfectly safe. Aiken, basically, you know, schedule this during a maintenance window and still get some sleep. >> Totally. That's the idea. >> Okay, fantastic. All right. So it looks like upgrades are easy and perfectly safe. And I really love what you showed us there. It's good point. Click operation right from satellite. Ok, so Well, you know, we were checking out upgrades. I want to know Josh. How those v ems coming along. >> They went really well. So you were away for so long. I got a little bored and I took some liberties. >> What do you mean? >> Well, the image Bill And, you know, I decided I'm going to go ahead and deploy here to this Intel machine on stage Esso. I have that up and running in the web. Counsel. I built another one on the arm box, which is actually pretty fast, and that's up and running on this. Our machine on that went so well that I decided to spend up some an Amazon. So I've got a few instances here running an Amazon with the web console accessible there as well. On even more of our pre bill image is up and running an azure with the web console there. So the really cool thing about this bird is that all of these images were built with image builder in a single location, controlling all the content that you want in your golden images deployed across the hybrid cloud. >> Wow, that is fantastic. And you might think that so we actually have more to show you. So thank you so much for that large. And Josh, that is fantastic. Looks like provisioning bread. Enterprise Clinic Systems ate a redhead. Enterprise Enterprise. Rhetta Enterprise Lennox. Eight Systems is Asian ever before, but >> we have >> more to talk to you about. And there's one thing that many of the operations professionals in this room right now no, that provisioning of'em is easy, but it's really day two day three, it's down the road that those viens required day to day maintenance. As a matter of fact, several you folks right now in this audience to have to manage hundreds, if not thousands, of virtual machines I recently spoke to. Gentleman has to manage thirteen hundred servers. So how do you manage those machines? A great scale. So great that they have now joined us is that it looks like they worked things out. So now I'm curious, Tim. How will we manage hundreds, if not thousands, of computers? >> Welbourne, one human managing hundreds or even thousands of'em says, No problem, because we have Ansel automation. And by leveraging Ansel's integration into satellite, not only can we spin up those V em's really quickly, like Josh was just doing, but we can also make ongoing maintenance of them really simple. Come on up here. I'm going to show you here a satellite inventory and his red hat is publishing patches. Weaken with that danceable integration easily apply those patches across our entire fleet of machines. Okay, >> that is fantastic. So he's all the machines can get updated in one fell swoop. >> He sure can. And there's one thing that I want to bring your attention to today because it's brand new. And that's cloud that red hat dot com And here, a cloud that redhead dot com You can view and manage your entire inventory no matter where it sits. Of Redhead Enterprise Lennox like on Prem on stage. Private Cloud or Public Cloud. It's true Hybrid cloud management. >> OK, but one thing. One thing. I know that in the minds of the audience right now. And if you have to manage a large number servers this it comes up again and again. What happens when you have those critical vulnerabilities that next zero day CV could be tomorrow? >> Exactly. I've actually been waiting for a while patiently for you >> to get to the really good stuff. So >> there's one more thing that I wanted to let folks know about. Red Hat Enterprise. The >> next eight and some features that we have there. Oh, >> yeah? What is that? >> So, actually, one of the key design principles of relate is working with our customers over the last twenty years to integrate all the knowledge that we've gained and turn that into insights that we can use to keep our red hat Enterprise Lennox servers running securely, inefficiently. And so what we actually have here is a few things that we could take a look at show folks what that is. >> OK, so we basically have this new feature. We're going to show people right now. And so one thing I want to make sure it's absolutely included within the redhead enterprise in that state. >> Yes. Oh, that's Ah, that's an announcement that we're making this week is that this is a brand new feature that's integrated with Red Hat Enterprise clinics, and it's available to everybody that has a red hat enterprise like subscription. So >> I believe everyone in this room right now has a rail subscriptions, so it's available to all of them. >> Absolutely, absolutely. So let's take a quick look and try this out. So we actually have. Here is a list of about six hundred rules. They're configuration security and performance rules. And this is this list is growing every single day, so customers can actually opt in to the rules that are most that are most applicable to their enterprises. So what we're actually doing here is combining the experience and knowledge that we have with the data that our customers opt into sending us. So customers have opted in and are sending us more data every single night. Then they actually have in total over the last twenty years via any other mechanism. >> Now there's I see now there's some critical findings. That's what I was talking about. But it comes to CVS and things that nature. >> Yeah, I'm betting that those air probably some of the rail seven boxes that we haven't actually upgraded quite yet. So we get back to that. What? I'd really like to show everybody here because everybody has access to this is how easy it is to opt in and enable this feature for real. Okay, let's do that real quick, so I gotta hop back over to satellite here. This is the satellite that we saw before, and I'll grab one of the hosts and we can use the new Web console feature that's part of Railly, and via single sign on I could jump right from satellite over to the Web console. So it's really, really easy. And I'LL grab a terminal here and registering with insights is really, really easy. Is one command troops, and what's happening right now is the box is going to gather some data. It's going to send it up to the cloud, and within just a minute or two, we're gonna have some results that we can look at back on the Web interface. >> I love it so it's just a single command and you're ready to register this box right now. That is super easy. Well, that's fantastic, >> Brent. We started this whole series of demonstrations by telling the audience that Red Hat Enterprise Lennox eight was the easiest, most economical and smartest operating system on the planet, period. And well, I think it's cute how you can go ahead and captain on a single machine. I'm going to show you one more thing. This is Answerable Tower. You can use as a bell tower to managing govern your answerable playbook, usage across your entire organization and with this. What I could do is on every single VM that was spun up here today. Opt in and register insights with a single click of a button. >> Okay, I want to see that right now. I know everyone's waiting for it as well, But hey, you're VM is ready. Josh. Lars? >> Yeah. My clock is running a little late now. Yeah, insights is a really cool feature >> of rail. And I've got it in all my images already. All >> right, I'm doing it all right. And so as this playbook runs across the inventory, I can see the machines registering on cloud that redhead dot com ready to be managed. >> OK, so all those onstage PM's as well as the hybrid cloud VM should be popping in IRC Post Chris equals Well, fantastic. >> That's awesome. Thanks to him. Nothing better than a Red Hat Summit speaker in the first live demo going off script deal. Uh, let's go back and take a look at some of those critical issues affecting a few of our systems here. So you can see this is a particular deanna's mask issue. It's going to affect a couple of machines. We saw that in the overview, and I can actually go and get some more details about what this particular issue is. So if you take a look at the right side of the screen there, there's actually a critical likelihood an impact that's associated with this particular issue. And what that really translates to is that there's a high level of risk to our organization from this particular issue. But also there's a low risk of change. And so what that means is that it's really, really safe for us to go ahead and use answerable to mediate this so I can grab the machines will select those two and we're mediate with answerable. I can create a new playbook. It's our maintenance window, but we'LL do something along the lines of like stuff Tim broke and that'LL be our cause. We name it whatever we want. So we'Ll create that playbook and take a look at it, and it's actually going to give us some details about the machines. You know what, what type of reboots Efendi you're going to be needed and what we need here. So we'LL go ahead and execute the playbook and what you're going to see is the outputs goingto happen in real time. So this is happening from the cloud were affecting machines. No matter where they are, they could be on Prem. They could be in a hybrid cloud, a public cloud or in a private cloud. And these things are gonna be remediated very, very easily with answerable. So it's really, really awesome. Everybody here with a red hat. Enterprise licks Lennox subscription has access to this now, so I >> kind of want >> everybody to go try this like, we really need to get this thing going and try it out right now. But >> don't know, sent about the room just yet. You get stay here >> for okay, Mr. Excitability, I think after this keynote, come back to the red hat booth and there's an optimization section. You can come talk to our insights engineers. And even though it's really easy to get going on your own, they can help you out. Answer any questions you might have. So >> this is really the start of a new era with an intelligent operating system and beauty with intelligence you just saw right now what insights that troubles you. Fantastic. So we're enabling systems administrators to manage more red in private clinics, a greater scale than ever before. I know there's a lot more we could show you, but we're totally out of time at this point, and we kind of, you know, when a little bit sideways here moments. But we need to get off the stage. But there's one thing I want you guys to think about it. All right? Do come check out the in the booth. Like Tim just said also in our debs, Get hands on red and a prize winning state as well. But really, I want you to think about this one human and a multitude of servers. And if you remember that one thing asked you upfront. Do you feel like you get a new superpower and redhead? Is your force multiplier? All right, well, thank you so much. Josh and Lars, Tim and Brent. Thank you. And let's get Paul back on stage. >> I went brilliant. No, it's just as always, >> amazing. I mean, as you can tell from last night were really, really proud of relate in that coming out here at the summit. And what a great way to showcase it. Thanks so much to you. Birth. Thanks, Brent. Tim, Lars and Josh. Just thanks again. So you've just seen this team demonstrate how impactful rail Khun b on your data center. So hopefully hopefully many of you. If not all of you have experienced that as well. But it was super computers. We hear about that all the time, as I just told you a few minutes ago, Lennox isn't just the foundation for enterprise and cloud computing. It's also the foundation for the fastest super computers in the world. In our next guest is here to tell us a lot more about that. >> Please welcome Lawrence Livermore National Laboratory. HPC solution Architect Robin Goldstone. >> Thank you so much, Robin. >> So welcome. Welcome to the summit. Welcome to Boston. And thank thank you so much for coming for joining us. Can you tell us a bit about the goals of Lawrence Livermore National Lab and how high high performance computing really works at this level? >> Sure. So Lawrence Livermore National >> Lab was established during the Cold War to address urgent national security needs by advancing the state of nuclear weapons, science and technology and high performance computing has always been one of our core capabilities. In fact, our very first supercomputer, ah Univac one was ordered by Edward Teller before our lab even opened back in nineteen fifty two. Our mission has evolved since then to cover a broad range of national security challenges. But first and foremost, our job is to ensure the safety, security and reliability of the nation's nuclear weapons stockpile. Oh, since the US no longer performs underground nuclear testing, our ability to certify the stockpile depends heavily on science based science space methods. We rely on H P C to simulate the behavior of complex weapons systems to ensure that they can function as expected, well beyond their intended life spans. That's actually great. >> So are you really are still running on that on that Univac? >> No, Actually, we we've moved on since then. So Sierra is Lawrence Livermore. Its latest and greatest supercomputer is currently the Seconds spastic supercomputer in the world and for the geeks in the audience, I think there's a few of them out there. We put up some of the specs of Syrah on the screen behind me, a couple of things worth highlighting our Sierra's peak performance and its power utilisation. So one hundred twenty five Pata flops of performance is equivalent to about twenty thousand of those Xbox one excess that you mentioned earlier and eleven point six megawatts of power required Operate Sierra is enough to power around eleven thousand homes. Syria is a very large and complex system, but underneath it all, it starts out as a collection of servers running Lin IX and more specifically, rail. >> So did Lawrence. Did Lawrence Livermore National Lab National Lab used Yisrael before >> Sierra? Oh, yeah, most definitely. So we've been running rail for a very long time on what I'll call our mid range HPC systems. So these clusters, built from commodity components, are sort of the bread and butter of our computer center. And running rail on these systems provides us with a continuity of operations and a common user environment across multiple generations of hardware. Also between Lawrence Livermore in our sister labs, Los Alamos and Sandia. Alongside these commodity clusters, though, we've always had one sort of world class supercomputer like Sierra. Historically, these systems have been built for a sort of exotic proprietary hardware running entirely closed source operating systems. Anytime something broke, which was often the Vander would be on the hook to fix it. And you know, >> that sounds >> like a good model, except that what we found overtime is most the issues that we have on these systems were either due to the extreme scale or the complexity of our workloads. Vendors seldom had a system anywhere near the size of ours, and we couldn't give them our classified codes. So their ability to reproduce our problem was was pretty limited. In some cases, they've even sent an engineer on site to try to reproduce our problems. But even then, sometimes we wouldn't get a fix for months or else they would just tell us they weren't going to fix the problem because we were the only ones having it. >> So for many of us, for many of us, the challenges is one of driving reasons for open source, you know, for even open source existing. How has how did Sierra change? Things are on open source for >> you. Sure. So when we developed our technical requirements for Sierra, we had an explicit requirement that we want to run an open source operating system and a strong preference for rail. At the time, IBM was working with red hat toe add support Terrell for their new little Indian power architecture. So it was really just natural for them to bid a red. A rail bay system for Sierra running Raylan Cyril allows us to leverage the model that's worked so well for us for all this time on our commodity clusters any packages that we build for X eighty six, we can now build those packages for power as well as our market texture using our internal build infrastructure. And while we have a formal support relationship with IBM, we can also tap our in house colonel developers to help debug complex problems are sys. Admin is Khun now work on any of our systems, including Sierra, without having toe pull out their cheat sheet of obscure proprietary commands. Our users get a consistent software environment across all our systems. And if the security vulnerability comes out, we don't have to chase around getting fixes from Multan slo es fenders. >> You know, you've been able, you've been able to extend your foundation from all the way from X eighty six all all the way to the extract excess Excuse scale supercomputing. We talk about giving customers all we talked about it all the time. A standard operational foundation to build upon. This isn't This isn't exactly what we've envisioned. So So what's next for you >> guys? Right. So what's next? So Sierra's just now going into production. But even so, we're already working on the contract for our next supercomputer called El Capitan. That's scheduled to be delivered the Lawrence Livermore in the twenty twenty two twenty timeframe. El Capitan is expected to be about ten times the performance of Sierra. I can't share any more details about that system right now, but we are hoping that we're going to be able to continue to build on a solid foundation. That relish provided us for well over a decade. >> Well, thank you so much for your support of realm over the years, Robin. And And thank you so much for coming and tell us about it today. And we can't wait to hear more about El Capitan. Thank you. Thank you very much. So now you know why we're so proud of realm. And while you saw confetti cannons and T shirt cannons last night, um, so you know, as as burned the team talked about the demo rail is the force multiplier for servers. We've made Lennox one of the most powerful platforms in the history of platforms. But just as Lennox has become a viable platform with access for everyone, and rail has become viable, more viable every day in the enterprise open source projects began to flourish around the operating system. And we needed to bring those projects to our enterprise customers in the form of products with the same trust models as we did with Ralph seeing the incredible progress of software development occurring around Lennox. Let's let's lead us to the next goal that we said tow, tow ourselves. That goal was to make hybrid cloud the default enterprise for the architecture. How many? How many of you out here in the audience or are Cesar are? HC sees how many out there a lot. A lot. You are the people that our building the next generation of computing the hybrid cloud, you know, again with like just like our goals around Lennox. This goals might seem a little daunting in the beginning, but as a community we've proved it time and time again. We are unstoppable. Let's talk a bit about what got us to the point we're at right right now and in the work that, as always, we still have in front of us. We've been on a decade long mission on this. Believe it or not, this mission was to build the capabilities needed around the Lenox operating system to really build and make the hybrid cloud. When we saw well, first taking hold in the enterprise, we knew that was just taking the first step. Because for a platform to really succeed, you need applications running on it. And to get those applications on your platform, you have to enable developers with the tools and run times for them to build, to build upon. Over the years, we've closed a few, if not a lot of those gaps, starting with the acquisition of J. Boss many years ago, all the way to the new Cuban Eddie's native code ready workspaces we launched just a few months back. We realized very early on that building a developer friendly platform was critical to the success of Lennox and open source in the enterprise. Shortly after this, the public cloud stormed onto the scene while our first focus as a company was done on premise in customer data centers, the public cloud was really beginning to take hold. Rehl very quickly became the standard across public clouds, just as it was in the enterprise, giving customers that common operating platform to build their applications upon ensuring that those applications could move between locations without ever having to change their code or operating model. With this new model of the data center spread across so many multiple environments, management had to be completely re sought and re architected. And given the fact that environments spanned multiple locations, management, real solid management became even more important. Customers deploying in hybrid architectures had to understand where their applications were running in how they were running, regardless of which infrastructure provider they they were running on. We invested over the years with management right alongside the platform, from satellite in the early days to cloud forms to cloud forms, insights and now answerable. We focused on having management to support the platform wherever it lives. Next came data, which is very tightly linked toe applications. Enterprise class applications tend to create tons of data and to have a common operating platform foyer applications. You need a storage solutions. That's Justus, flexible as that platform able to run on premise. Just a CZ. Well, as in the cloud, even across multiple clouds. This let us tow acquisitions like bluster, SEF perma bitch in Nubia, complimenting our Pratt platform with red hat storage for us, even though this sounds very condensed, this was a decade's worth of investment, all in preparation for building the hybrid cloud. Expanding the portfolio to cover the areas that a customer would depend on to deploy riel hybrid cloud architectures, finding any finding an amplifying the right open source project and technologies, or filling the gaps with some of these acquisitions. When that necessarily wasn't available by twenty fourteen, our foundation had expanded, but one big challenge remained workload portability. Virtual machine formats were fragmented across the various deployments and higher level framework such as Java e still very much depended on a significant amount of operating system configuration and then containers happened containers, despite having a very long being in existence for a very long time. As a technology exploded on the scene in twenty fourteen, Cooper Netease followed shortly after in twenty fifteen, allowing containers to span multiple locations and in one fell swoop containers became the killer technology to really enable the hybrid cloud. And here we are. Hybrid is really the on ly practical reality in way for customers and a red hat. We've been investing in all aspects of this over the last eight plus years to make our customers and partners successful in this model. We've worked with you both our customers and our partners building critical realm in open shift deployments. We've been constantly learning about what has caused problems and what has worked well in many cases. And while we've and while we've amassed a pretty big amount of expertise to solve most any challenge in in any area that stack, it takes more than just our own learning's to build the next generation platform. Today we're also introducing open shit for which is the culmination of those learnings. This is the next generation of the application platform. This is truly a platform that has been built with our customers and not simply just with our customers in mind. This is something that could only be possible in an open source development model and just like relish the force multiplier for servers. Open shift is the force multiplier for data centers across the hybrid cloud, allowing customers to build thousands of containers and operate them its scale. And we've also announced open shift, and we've also announced azure open shift. Last night. Satya on this stage talked about that in depth. This is all about extending our goals of a common operating platform enabling applications across the hybrid cloud, regardless of whether you run it yourself or just consume it as a service. And with this flagship release, we are also introducing operators, which is the central, which is the central feature here. We talked about this work last year with the operator framework, and today we're not going to just show you today. We're not going to just show you open shift for we're going to show you operators running at scale operators that will do updates and patches for you, letting you focus more of your time and running your infrastructure and running running your business. We want to make all this easier and intuitive. So let's have a quick look at how we're doing. Just that >> painting. I know all of you have heard we're talking to pretend to new >> customers about the travel out. So new plan. Just open it up as a service been launched by this summer. Look, I know this is a big quest for not very big team. I'm open to any and all ideas. >> Please welcome back to the stage. Red Hat Global director of developer Experience burst Sutter with Jessica Forrester and Daniel McPherson. All right, we're ready to do some more now. Now. Earlier we showed you read Enterprise Clinic St running on lots of different hardware like this hardware you see right now And we're also running across multiple cloud providers. But now we're going to move to another world of Lennox Containers. This is where you see open shift four on how you can manage large clusters of applications from eggs limits containers across the hybrid cloud. We're going to see this is where suffer operators fundamentally empower human operators and especially make ups and Deb work efficiently, more efficiently and effectively there together than ever before. Rights. We have to focus on the stage right now. They're represent ops in death, and we're gonna go see how they reeled in application together. Okay, so let me introduce you to Dan. Dan is totally representing all our ops folks in the audience here today, and he's telling my ops, comfort person Let's go to call him Mr Ops. So Dan, >> thanks for with open before, we had a much easier time setting up in maintaining our clusters. In large part, that's because open shit for has extended management of the clusters down to the infrastructure, the diversity kinds of parent. When you take >> a look at the open ship console, >> you can now see the machines that make up the cluster where machine represents the infrastructure. Underneath that Cooper, Eddie's node open shit for now handles provisioning Andy provisioning of those machines. From there, you could dig into it open ship node and see how it's configured and monitor how it's behaving. So >> I'm curious, >> though it does this work on bare metal infrastructure as well as virtualized infrastructure. >> Yeah, that's right. Burn So Pa Journal nodes, no eternal machines and open shit for can now manage it all. Something else we found extremely useful about open ship for is that it now has the ability to update itself. We can see this cluster hasn't update available and at the press of a button. Upgrades are responsible for updating. The entire platform includes the nodes, the control plane and even the operating system and real core arrests. All of this is possible because the infrastructure components and their configuration is now controlled by technology called operators. Thes software operators are responsible for aligning the cluster to a desired state. And all of this makes operational management of unopened ship cluster much simpler than ever before. All right, I >> love the fact that all that's been on one console Now you can see the full stack right all way down to the bare metal right there in that one console. Fantastic. So I wanted to scare us for a moment, though. And now let's talk to Deva, right? So Jessica here represents our all our developers in the room as my facts. He manages a large team of developers here Red hat. But more importantly, she represents our vice president development and has a large team that she has to worry about on a regular basis of Jessica. What can you show us? We'LL burn My team has hundreds of developers and were constantly under pressure to deliver value to our business. And frankly, we can't really wait for Dan and his ops team to provisioned the infrastructure and the services that we need to do our job. So we've chosen open shift as our platform to run our applications on. But until recently, we really struggled to find a reliable source of Cooper Netease Technologies that have the operational characteristics that Dan's going to actually let us install through the cluster. But now, with operator, How bio, we're really seeing the V ecosystem be unlocked. And the technology's there. Things that my team needs, its databases and message cues tracing and monitoring. And these operators are actually responsible for complex applications like Prometheus here. Okay, they're written in a variety of languages, danceable, but that is awesome. So I do see a number of options there already, and preaches is a great example. But >> how do you >> know that one? These operators really is mature enough and robust enough for Dan and the outside of the house. Wilbert, Here we have the operator maturity model, and this is going to tell me and my team whether this particular operator is going to do a basic install if it's going to upgrade that application over time through different versions or all the way out to full auto pilot, where it's automatically scaling and tuning the application based on the current environment. And it's very cool. So coming over toothy open shift Consul, now we can actually see Dan has made the sequel server operator available to me and my team. That's the database that we're using. A sequel server. That's a great example. So cynics over running here in the cluster? But this is a great example for a developer. What if I want to create a new secret server instance? Sure, we're so it's as easy as provisioning any other service from the developer catalog. We come in and I can type for sequel server on what this is actually creating is, ah, native resource called Sequel Server, and you can think of that like a promise that a sequel server will get created. The operator is going to see that resource, install the application and then manage it over its life cycle, KAL, and from this install it operators view, I can see the operators running in my project and which resource is its managing Okay, but I'm >> kind of missing >> something here. I see this custom resource here, the sequel server. But where the community's resource is like pods. Yeah, I think it's cool that we get this native resource now called Sequel Server. But if I need to, I can still come in and see the native communities. Resource is like your staple set in service here. Okay, that is fantastic. Now, we did say earlier on, though, like many of our customers in the audience right now, you have a large team of engineers. Lost a large team of developers you gotta handle. You gotta have more than one secret server, right? We do one for every team as we're developing, and we use a lot of other technologies running on open shift as well, including Tomcat and our Jenkins pipelines and our dough js app that is gonna actually talk to that sequel server database. Okay, so this point we can kind of provisions, Some of these? Yes. Oh, since all of this is self service for me and my team's, I'm actually gonna go and create one of all of those things I just said on all of our projects, right Now, if you just give me a minute, Okay? Well, right. So basically, you're going to knock down No Jazz Jenkins sequel server. All right, now, that's like hundreds of bits of application level infrastructure right now. Live. So, Dan, are you not terrified? Well, I >> guess I should have done a little bit better >> job of managing guests this quota and historically just can. I might have had some conflict here because creating all these new applications would admit my team now had a massive back like tickets to work on. But now, because of software operators, my human operators were able to run our infrastructure at scale. So since I'm long into the cluster here as the cluster admin, I get this view of pods across all projects. And so I get an idea of what's happening across the entire cluster. And so I could see now we have four hundred ninety four pods already running, and there's a few more still starting up. And if I scroll to the list, we can see the different workloads Jessica just mentioned of Tomcats. And no Gs is And Jenkins is and and Siegel servers down here too, you know, I see continues >> creating and you have, like, close to five hundred pods running >> there. So, yeah, filters list down by secret server, so we could just see. Okay, But >> aren't you not >> running going around a cluster capacity at some point? >> Actually, yeah, we we definitely have a limited capacity in this cluster. And so, luckily, though, we already set up auto scale er's And so because the additional workload was launching, we see now those outer scholars have kicked in and some new machines are being created that don't yet have noticed. I'm because they're still starting up. And so there's another good view of this as well, so you can see machine sets. We have one machine set per availability zone, and you could see the each one is now scaling from ten to twelve machines. And the way they all those killers working is for each availability zone, they will. If capacities needed, they will add additional machines to that availability zone and then later effect fast. He's no longer needed. It will automatically take those machines away. >> That is incredible. So right now we're auto scaling across multiple available zones based on load. Okay, so looks like capacity planning and automation is fully, you know, handle this point. But I >> do have >> another question for year logged in. Is the cluster admin right now into the console? Can you show us your view of >> operator suffer operators? Actually, there's a couple of unique views here for operators, for Cluster admits. The first of those is operator Hub. This is where a cluster admin gets the ability to curate the experience of what operators are available to users of the cluster. And so obviously we already have the secret server operator installed, which which we've been using. The other unique view is operator management. This gives a cluster I've been the ability to maintain the operators they've already installed. And so if we dig in and see the secret server operator, well, see, we haven't set up for manual approval. And what that means is if a new update comes in for a single server, then a cluster and we would have the ability to approve or disapprove with that update before installs into the cluster, we'LL actually and there isn't upgrade that's available. Uh, I should probably wait to install this, though we're in the middle of scaling out this cluster. And I really don't want to disturb Jessica's application. Workflow. >> Yeah, so, actually, Dan, it's fine. My app is already up. It's running. Let me show it to you over here. So this is our products application that's talking to that sequel server instance. And for debugging purposes, we can see which version of sequel server we're currently talking to. Its two point two right now. And then which pod? Since this is a cluster, there's more than one secret server pod we could be connected to. Okay, I could see right there the bounder screeners they know to point to. That's the version we have right now. But, you know, >> this is kind of >> point of software operators at this point. So, you know, everyone in this room, you know, wants to see you hit that upgrade button. Let's do it. Live here on stage. Right, then. All >> right. All right. I could see where this is going. So whenever you updated operator, it's just like any other resource on communities. And so the first thing that happens is the operator pot itself gets updated so we actually see a new version of the operator is currently being created now, and what's that gets created, the overseer will be terminated. And that point, the new, softer operator will notice. It's now responsible for managing lots of existing Siegel servers already in the environment. And so it's then going Teo update each of those sickle servers to match to the new version of the single server operator and so we could see it's running. And so if we switch now to the all projects view and we filter that list down by sequel server, then we should be able to see us. So lots of these sickle servers are now being created and the old ones are being terminated. So is the rolling update across the cluster? Exactly a So the secret server operator Deploy single server and an H A configuration. And it's on ly updates a single instance of secret server at a time, which means single server always left in nature configuration, and Jessica doesn't really have to worry about downtime with their applications. >> Yeah, that's awesome dance. So glad the team doesn't have to worry about >> that anymore and just got I think enough of these might have run by Now, if you try your app again might be updated. >> Let's see Jessica's application up here. All right. On laptop three. >> Here we go. >> Fantastic. And yet look, we're We're into two before we're onto three. Now we're on to victory. Excellent on. >> You know, I actually works so well. I don't even see a reason for us to leave this on manual approval. So I'm going to switch this automatic approval. And then in the future, if a new single server comes in, then we don't have to do anything, and it'll be all automatically updated on the cluster. >> That is absolutely fantastic. And so I was glad you guys got a chance to see that rolling update across the cluster. That is so cool. The Secret Service database being automated and fully updated. That is fantastic. Alright, so I can see how a software operator doesn't able. You don't manage hundreds if not thousands of applications. I know a lot of folks or interest in the back in infrastructure. Could you give us an example of the infrastructure >> behind this console? Yeah, absolutely. So we all know that open shift is designed that run in lots of different environments. But our teams think that as your redhead over, Schiff provides one of the best experiences by deeply integrating the open chief Resource is into the azure console, and it's even integrated into the azure command line toll and the easy open ship man. And, as was announced yesterday, it's now available for everyone to try out. And there's actually one more thing we wanted to show Everyone related to open shit, for this is all so new with a penchant for which is we now have multi cluster management. This gives you the ability to keep track of all your open shift environments, regardless of where they're running as well as you can create new clusters from here. And I'll dig into the azure cluster that we were just taking a look at. >> Okay, but is this user and face something have to install them one of my existing clusters? >> No, actually, this is the host of service that's provided by Red hat is part of cloud that redhead that calm and so all you have to do is log in with your red hair credentials to get access. >> That is incredible. So one console, one user experience to see across the entire hybrid cloud we saw earlier with Red update. Right and red embers. Thank Satan. Now we see it for multi cluster management. But home shift so you can fundamentally see. Now the suffer operators do finally change the game when it comes to making human operators vastly more productive and, more importantly, making Devon ops work more efficiently together than ever before. So we saw the rich ice vehicle system of those software operators. We can manage them across the Khyber Cloud with any, um, shift instance. And more importantly, I want to say Dan and Jessica for helping us with this demonstration. Okay, fantastic stuff, guys. Thank you so much. Let's get Paul back out here >> once again. Thanks >> so much to burn his team. Jessica and Dan. So you've just seen how open shift operators can help you manage hundreds, even thousands of applications. Install, upgrade, remove nodes, control everything about your application environment, virtual physical, all the way out to the cloud making, making things happen when the business demands it even at scale, because that's where it's going to get. Our next guest has lots of experience with demand at scale. and they're using open source container management to do it. Their work, their their their work building a successful cloud, First platform and there, the twenty nineteen Innovation Award winner. >> Please welcome twenty nineteen Innovation Award winner. Cole's senior vice president of technology, Rich Hodak. >> How you doing? Thanks. >> Thanks so much for coming out. We really appreciate it. So I guess you guys set some big goals, too. So can you baby tell us about the bold goal? Helped you personally help set for Cole's. And what inspired you to take that on? Yes. So it was twenty seventeen and life was pretty good. I had no gray hair and our business was, well, our tech was working well, and but we knew we'd have to do better into the future if we wanted to compete. Retails being disrupted. Our customers are asking for new experiences, So we set out on a goal to become an open hybrid cloud platform, and we chose Red had to partner with us on a lot of that. We set off on a three year journey. We're currently in Year two, and so far all KP eyes are on track, so it's been a great journey thus far. That's awesome. That's awesome. So So you Obviously, Obviously you think open source is the way to do cloud computing. So way absolutely agree with you on that point. So So what? What is it that's convinced you even more along? Yeah, So I think first and foremost wait, do we have a lot of traditional IAS fees? But we found that the open source partners actually are outpacing them with innovation. So I think that's where it starts for us. Um, secondly, we think there's maybe some financial upside to going more open source. We think we can maybe take some cost out unwind from these big fellas were in and thirdly, a CZ. We go to universities. We started hearing. Is we interviewed? Hey, what is Cole's doing with open source and way? Wanted to use that as a lever to help recruit talent. So I'm kind of excited, you know, we partner with Red Hat on open shift in in Rail and Gloucester and active M Q and answerable and lots of things. But we've also now launched our first open source projects. So it's really great to see this journey. We've been on. That's awesome, Rich. So you're in. You're in a high touch beta with with open shift for So what? What features and components or capabilities are you most excited about and looking forward to what? The launch and you know, and what? You know what? What are the something maybe some new goals that you might be able to accomplish with with the new features. And yeah, So I will tell you we're off to a great start with open shift. We've been on the platform for over a year now. We want an innovation award. We have this great team of engineers out here that have done some outstanding work. But certainly there's room to continue to mature that platform. It calls, and we're excited about open shift, for I think there's probably three things that were really looking forward to. One is we're looking forward to, ah, better upgrade process. And I think we saw, you know, some of that in the last demo. So upgrades have been kind of painful up until now. So we think that that that will help us. Um, number two, A lot of our open shift workloads today or the workloads. We run an open shifts are the stateless apse. Right? And we're really looking forward to moving more of our state full lapse into the platform. And then thirdly, I think that we've done a great job of automating a lot of the day. One stuff, you know, the provisioning of, of things. There's great opportunity o out there to do mohr automation for day two things. So to integrate mohr with our messaging systems in our database systems and so forth. So we, uh we're excited. Teo, get on board with the version for wear too. So, you know, I hope you, Khun, we can help you get to the next goals and we're going to continue to do that. Thank you. Thank you so much rich, you know, all the way from from rail toe open shift. It's really exciting for us, frankly, to see our products helping you solve World War were problems. What's you know what? Which is. Really? Why way do this and and getting into both of our goals. So thank you. Thank you very much. And thanks for your support. We really appreciate it. Thanks. It has all been amazing so far and we're not done. A critical part of being successful in the hybrid cloud is being successful in your data center with your own infrastructure. We've been helping our customers do that in these environments. For almost twenty years now, we've been running the most complex work loads in the world. But you know, while the public cloud has opened up tremendous possibilities, it also brings in another type of another layer of infrastructure complexity. So what's our next goal? Extend your extend your data center all the way to the edge while being as effective as you have been over the last twenty twenty years, when it's all at your own fingertips. First from a practical sense, Enterprises air going to have to have their own data centers in their own environment for a very long time. But there are advantages of being able to manage your own infrastructure that expand even beyond the public cloud all the way out to the edge. In fact, we talked about that very early on how technology advances in computer networking is storage are changing the physical boundaries of the data center every single day. The need, the need to process data at the source is becoming more and more critical. New use cases Air coming up every day. Self driving cars need to make the decisions on the fly. In the car factory processes are using a I need to adapt in real time. The factory floor has become the new edge of the data center, working with things like video analysis of a of A car's paint job as it comes off the line, where a massive amount of data is on ly needed for seconds in order to make critical decisions in real time. If we had to wait for the video to go up to the cloud and back, it would be too late. The damage would have already been done. The enterprise is being stretched to be able to process on site, whether it's in a car, a factory, a store or in eight or nine PM, usually involving massive amounts of data that just can't easily be moved. Just like these use cases couldn't be solved in private cloud alone because of things like blatant see on data movement, toe address, real time and requirements. They also can't be solved in public cloud alone. This is why open hybrid is really the model that's needed in the only model forward. So how do you address this class of workload that requires all of the above running at the edge? With the latest technology all its scale, let me give you a bit of a preview of what we're working on. We are taking our open hybrid cloud technologies to the edge, Integrated with integrated with Aro AM Hardware Partners. This is a preview of a solution that will contain red had open shift self storage in K V M virtual ization with Red Hat Enterprise Lennox at the core, all running on pre configured hardware. The first hardware out of the out of the gate will be with our long time. Oh, am partner Del Technologies. So let's bring back burn the team to see what's right around the corner. >> Please welcome back to the stage. Red Hat. Global director of developer Experience burst Sutter with Kareema Sharma. Okay, We just how was your Foreign operators have redefined the capabilities and usability of the open hybrid cloud, and now we're going to show you a few more things. Okay, so just be ready for that. But I know many of our customers in this audience right now, as well as the customers who aren't even here today. You're running tens of thousands of applications on open chef clusters. We know that disappearing right now, but we also know that >> you're not >> actually in the business of running terminators clusters. You're in the business of oil and gas from the business retail. You're in a business transportation, you're in some other business and you don't really want to manage those things at all. We also know though you have lo latest requirements like Polish is talking about. And you also dated gravity concerns where you >> need to keep >> that on your premises. So what you're about to see right now in this demonstration is where we've taken open ship for and made a bare metal cluster right here on this stage. This is a fully automated platform. There is no underlying hyper visor below this platform. It's open ship running on bare metal. And this is your crew vanities. Native infrastructure, where we brought together via mes containers networking and storage with me right now is green mush arma. She's one of her engineering leaders responsible for infrastructure technologies. Please welcome to the stage, Karima. >> Thank you. My pleasure to be here, whether it had summit. So let's start a cloud. Rid her dot com and here we can see the classroom Dannon Jessica working on just a few moments ago From here we have a bird's eye view ofthe all of our open ship plasters across the hybrid cloud from multiple cloud providers to on premises and noticed the spare medal last year. Well, that's the one that my team built right here on this stage. So let's go ahead and open the admin console for that last year. Now, in this demo, we'LL take a look at three things. A multi plaster inventory for the open Harbor cloud at cloud redhead dot com. Second open shift container storage, providing convert storage for virtual machines and containers and the same functionality for cloud vert and bare metal. And third, everything we see here is scuba unit is native, so by plugging directly into communities, orchestration begin common storage. Let working on monitoring facilities now. Last year, we saw how continue native actualization and Q Bert allow you to run virtual machines on Cabinet is an open shift, allowing for a single converge platform to manage both containers and virtual machines. So here I have this dark net project now from last year behead of induced virtual machine running it S P darknet application, and we had started to modernize and continue. Arise it by moving. Parts of the application from the windows began to the next containers. So let's take a look at it here. I have it again. >> Oh, large shirt, you windows. Earlier on, I was playing this game back stage, so it's just playing a little solitaire. Sorry about that. >> So we don't really have time for that right now. Birds. But as I was saying, Over here, I have Visions Studio Now the window's virtual machine is just another container and open shift and the i d be service for the virtual machine. It's just another service in open shift open shifts. Running both containers and virtual machines together opens a whole new world of possibilities. But why stop there? So this here be broadened to come in. It is native infrastructure as our vision to redefine the operation's off on premises infrastructure, and this applies to all matters of workloads. Using open shift on metal running all the way from the data center to the edge. No by your desk, right to main benefits. Want to help reduce the operation casts And second, to help bring advance good when it is orchestration concept to your infrastructure. So next, let's take a look at storage. So open shift container storage is software defined storage, providing the same functionality for both the public and the private lads. By leveraging the operator framework, open shift container storage automatically detects the available hardware configuration to utilize the discs in the most optimal vein. So then adding my note, you don't have to think about how to balance the storage. Storage is just another service running an open shift. >> And I really love this dashboard quite honestly, because I love seeing all the storage right here. So I'm kind of curious, though. Karima. What kind of storage would you What, What kind of applications would you use with the storage? >> Yeah, so this is the persistent storage. To be used by a database is your files and any data from applications such as a Magic Africa. Now the A Patrick after operator uses school, been at this for scheduling and high availability, and it uses open shift containers. Shortest. Restore the messages now Here are on premises. System is running a caf co workload streaming sensor data on DH. We want toe sort it and act on it locally, right In a minute. A place where maybe we need low latency or maybe in a data lake like situation. So we don't want to send the starter to the cloud. Instead, we want to act on it locally, right? Let's look at the griffon a dashboard and see how our system is doing so with the incoming message rate of about four hundred messages for second, the system seems to be performing well, right? I want to emphasize this is a fully integrated system. We're doing the testing An optimization sze so that the system can Artoo tune itself based on the applications. >> Okay, I love the automated operations. Now I am a curious because I know other folks in the audience want to know this too. What? Can you tell us more about how there's truly integrated communities can give us an example of that? >> Yes. Again, You know, I want to emphasize everything here is managed poorly by communities on open shift. Right. So you can really use the latest coolest to manage them. All right. Next, let's take a look at how easy it is to use K native with azure functions to script alive Reaction to a live migration event. >> Okay, Native is a great example. If actually were part of my breakout session yesterday, you saw me demonstrate came native. And actually, if you want to get hands on with it tonight, you can come to our guru night at five PM and actually get hands on like a native. So I really have enjoyed using K. Dated myself as a software developer. And but I am curious about the azure functions component. >> Yeah, so as your functions is a function is a service engine developed by Microsoft fully open source, and it runs on top of communities. So it works really well with our on premises open shift here. Right now, I have a simple azure function that I already have here and this azure function, you know, Let's see if this will send out a tweet every time we live My greater Windows virtual machine. Right. So I have it integrated with open shift on DH. Let's move a note to maintenance to see what happens. So >> basically has that via moves. We're going to see the event triggered. They trigger the function. >> Yeah, important point I want to make again here. Windows virtue in machines are equal citizens inside of open shift. We're investing heavily in automation through the use of the operator framework and also providing integration with the hardware. Right, So next, Now let's move that note to maintain it. >> But let's be very clear here. I wanna make sure you understand one thing, and that is there is no underlying virtual ization software here. This is open ship running on bear. Meddle with these bare metal host. >> That is absolutely right. The system can automatically discover the bare metal hosts. All right, so here, let's move this note to maintenance. So I start them Internets now. But what will happen at this point is storage will heal itself, and communities will bring back the same level of service for the CAFTA application by launching a part on another note and the virtual machine belive my great right and this will create communities events. So we can see. You know, the events in the event stream changes have started to happen. And as a result of this migration, the key native function will send out a tweet to confirm that could win. It is native infrastructure has indeed done the migration for the live Ian. Right? >> See the events rolling through right there? >> Yeah. All right. And if we go to Twitter? >> All right, we got tweets. Fantastic. >> And here we can see the source Nord report. Migration has succeeded. It's a pretty cool stuff right here. No. So we want to bring you a cloud like experience, but this means is we're making operational ease a fuse as a top goal. We're investing heavily in encapsulating management knowledge and working to pre certify hardware configuration in working with their partners such as Dell, and they're dead already. Note program so that we can provide you guidance on specific benchmarks for specific work loads on our auto tuning system. >> All right, well, this is tow. I know right now, you're right thing, and I want to jump on the stage and check out the spare metal cluster. But you should not right. Wait After the keynote didn't. Come on, check it out. But also, I want you to go out there and think about visiting our partner Del and their booth where they have one. These clusters also. Okay, So this is where vmc networking and containers the storage all come together And a Kurban in his native infrastructure. You've seen right here on this stage, but an agreement. You have a bit more. >> Yes. So this is literally the cloud coming down from the heavens to us. >> Okay? Right here, Right now. >> Right here, right now. So, to close the loop, you can have your plaster connected to cloud redhead dot com for our insights inside reliability engineering services so that we can proactively provide you with the guidance through automated analyses of telemetry in logs and help flag a problem even before you notice you have it Beat software, hardware, performance, our security. And one more thing. I want to congratulate the engineers behind the school technology. >> Absolutely. There's a lot of engineers here that worked on this cluster and worked on the stack. Absolutely. Thank you. Really awesome stuff. And again do go check out our partner Dale. They're just out that door I can see them from here. They have one. These clusters get a chance to talk to them about how to run your open shift for on a bare metal cluster as well. Right, Kareema, Thank you so much. That was totally awesome. We're at a time, and we got to turn this back over to Paul. >> Thank you. Right. >> Okay. Okay. Thanks >> again. Burned, Kareema. Awesome. You know, So even with all the exciting capabilities that you're seeing, I want to take a moment to go back to the to the first platform tenant that we learned with rail, that the platform has to be developer friendly. Our next guest knows something about connecting a technology like open shift to their developers and part of their company. Wide transformation and their ability to shift the business that helped them helped them make take advantage of the innovation. Their Innovation award winner this year. Please, Let's welcome Ed to the stage. >> Please welcome. Twenty nineteen. Innovation Award winner. BP Vice President, Digital transformation. Ed Alford. >> Thanks, Ed. How your fake Good. So was full. Get right into it. What we go you guys trying to accomplish at BP and and How is the goal really important in mandatory within your organization? Support on everyone else were global energy >> business, with operations and over seventy countries. Andi. We've embraced what we call the jewel challenge, which is increasing the mind for energy that we have as individuals in the world. But we need to produce the energy with fuel emissions. It's part of that. One of our strategic priorities that we >> have is to modernize the whole group on. That means simplifying our processes and enhancing >> productivity through digital solutions. So we're using chlo based technologies >> on, more importantly, open source technologies to clear a community and say, the whole group that collaborates effectively and efficiently and uses our data and expertise to embrace the jewel challenge and actually try and help solve that problem. That's great. So So how did these heart of these new ways of working benefit your team and really the entire organ, maybe even the company as a whole? So we've been given the Innovation Award for Digital conveyor both in the way it was created and also in water is delivering a couple of guys in the audience poll costal and brewskies as he they they're in the team. Their teams developed that convey here, using our jail and Dev ops and some things. We talk about this stuff a lot, but actually the they did it in a truly our jail and develops we, um that enabled them to experiment and walking with different ways. And highlight in the skill set is that we, as a group required in order to transform using these approaches, we can no move things from ideation to scale and weeks and days sometimes rather than months. Andi, I think that if we can take what they've done on DH, use more open source technology, we contain that technology and apply across the whole group to tackle this Jill challenge. And I think that we use technologists and it's really cool. I think that we can no use technology and open source technology to solve some of these big challenges that we have and actually just preserve the planet in a better way. So So what's the next step for you guys at BP? So moving forward, we we are embracing ourselves, bracing a clothed, forced organization. We need to continue to live to deliver on our strategy, build >> over the technology across the entire group to address the jewel >> challenge and continue to make some of these bold changes and actually get into and really use. Our technology is, I said, too addresses you'LL challenge and make the future of our planet a better place for ourselves and our children and our children's children. That's that's a big goal. But thank you so much, Ed. Thanks for your support. And thanks for coming today. Thank you very much. Thank you. Now comes the part that, frankly, I think his best part of the best part of this presentation We're going to meet the type of person that makes all of these things a reality. This tip this type of person typically works for one of our customers or with one of with one of our customers as a partner to help them make the kinds of bold goals like you've heard about today and the ones you'll hear about Maura the way more in the >> week. I think the thing I like most about it is you feel that reward Just helping people I mean and helping people with stuff you enjoy right with computers. My dad was the math and science teacher at the local high school. And so in the early eighties, that kind of met here, the default person. So he's always bringing in a computer stuff, and I started a pretty young age. What Jason's been able to do here is Mohr evangelize a lot of the technologies between different teams. I think a lot of it comes from the training and his certifications that he's got. He's always concerned about their experience, how easy it is for them to get applications written, how easy it is for them to get them up and running at the end of the day. We're a loan company, you know. That's way we lean on accounting like red. That's where we get our support front. That's why we decided to go with a product like open shift. I really, really like to product. So I went down. The certification are out in the training ground to learn more about open shit itself. So my daughter's teacher, they were doing a day of coding, and so they asked me if I wanted to come and talk about what I do and then spend the day helping the kids do their coding class. The people that we have on our teams, like Jason, are what make us better than our competitors, right? Anybody could buy something off the shelf. It's people like him. They're able to take that and mold it into something that then it is a great offering for our partners and for >> customers. Please welcome Red Hat Certified Professional of the Year Jason Hyatt. >> Jason, Congratulations. Congratulations. What a what a big day, huh? What a really big day. You know, it's great. It's great to see such work, You know that you've done here. But you know what's really great and shows out in your video It's really especially rewarding. Tow us. And I'm sure to you as well to see how skills can open doors for for one for young women, like your daughters who already loves technology. So I'd liketo I'd like to present this to you right now. Take congratulations. Congratulations. Good. And we I know you're going to bring this passion. I know you bring this in, everything you do. So >> it's this Congratulations again. Thanks, Paul. It's been really exciting, and I was really excited to bring my family here to show the experience. It's it's >> really great. It's really great to see him all here as well going. Maybe we could you could You guys could stand up. So before we leave before we leave the stage, you know, I just wanted to ask, What's the most important skill that you'LL pass on from all your training to the future generations? >> So I think the most important thing is you have to be a continuous learner you can't really settle for. Ah, you can't be comfortable on learning, which I already know. You have to really drive a continuous Lerner. And of course, you got to use the I ninety. Maxwell. Quite. >> I don't even have to ask you the question. Of course. Right. Of course. That's awesome. That's awesome. And thank you. Thank you for everything, for everything that you're doing. So thanks again. Thank you. You know what makes open source work is passion and people that apply those considerable talents that passion like Jason here to making it worked and to contribute their idea there. There's back. And believe me, it's really an impressive group of people. You know you're family and especially Berkeley in the video. I hope you know that the redhead, the certified of the year is the best of the best. The cream of the crop and your dad is the best of the best of that. So you should be very, very happy for that. I also and I also can't wait. Teo, I also can't wait to come back here on this stage ten years from now and present that same award to you. Berkeley. So great. You should be proud. You know, everything you've heard about today is just a small representation of what's ahead of us. We've had us. We've had a set of goals and realize some bold goals over the last number of years that have gotten us to where we are today. Just to recap those bold goals First bait build a company based solely on open source software. It seems so logical now, but it had never been done before. Next building the operating system of the future that's going to run in power. The enterprise making the standard base platform in the op in the Enterprise Olympics based operating system. And after that making hybrid cloud the architecture of the future make hybrid the new data center, all leading to the largest software acquisition in history. Think about it around us around a company with one hundred percent open source DNA without. Throughout. Despite all the fun we encountered over those last seventeen years, I have to ask, Is there really any question that open source has won? Realizing our bold goals and changing the way software is developed in the commercial world was what we set out to do from the first day in the Red Hat was born. But we only got to that goal because of you. Many of you contributors, many of you knew toe open source software and willing to take the risk along side of us and many of partners on that journey, both inside and outside of Red Hat. Going forward with the reach of IBM, Red hat will accelerate. Even Mohr. This will bring open source general innovation to the next generation hybrid data center, continuing on our original mission and goal to bring open source technology toe every corner of the planet. What I what I just went through in the last hour Soul, while mind boggling to many of us in the room who have had a front row seat to this overto last seventeen plus years has only been red hats. First step. Think about it. We have brought open source development from a niche player to the dominant development model in software and beyond. Open Source is now the cornerstone of the multi billion dollar enterprise software world and even the next generation hybrid act. Architecture would not even be possible without Lennox at the core in the open innovation that it feeds to build around it. This is not just a step forward for software. It's a huge leap in the technology world beyond even what the original pioneers of open source ever could have imagined. We have. We have witnessed open source accomplished in the last seventeen years more than what most people will see in their career. Or maybe even a lifetime open source has forever changed the boundaries of what will be possible in technology in the future. And in the one last thing to say, it's everybody in this room and beyond. Everyone outside continue the mission. Thanks have a great sum. It's great to see it

Silicon Valley, it's theCUBE covering People First Network. Brought to you by Mayfield. >> Hello, I'm John Furrier here in Palo Alto for an exclusive conversation, CUBE conversation, part of the People First Network with theCUBE and Mayfield fund. I'm here with John Chambers at his house in Palo Alto. John Chambers is the former CEO/Chairman of Cisco Systems, now running J2C, JC2 Ventures. Great to see you, thanks for spending time! >> It's a pleasure to be together again. >> I'm here for two reasons. One, I wanted a conversation about People First and technology waves, but also, I want to talk about your new book, which is exciting, called Connecting the Dots. And it's not your standard business book, where, you know, hey, rah-rah, you know, like a media post these days on the internet; it's some personal stories weaved in with the lessons you've learned through the interactions you've had with many people over the years, so exciting book and I'm looking forward to talking about that. >> Thank you! >> Again, John Chambers, legend, Cisco, 1991 when you joined the company from Wang before that. 400 employees, one product, 70 million in revenue. And when you retired in 2015, not so much retired, 'cos you've got some--. >> I'm working on my next chapter! >> You've got your next chapter (laughs)! 180 acquisitions, 447 billion in revenue, you made 10,000 people millionaires, you created a lot of value, probably one of the biggest inflection points in computer history, the evolution of inter-networking and tying systems together, it was probably one of the biggest waves somewhat before the wave we're on now. So an amazing journey, now you're running JC2 Ventures and investing in game-changing start-ups. So you're not retired? >> No. It was only my next chapter. I made my decision almost 10 years before I left Cisco first, to make for a very smooth transition because it's my family, and out of the 75,000 people, I hired all but 23 of them! And in terms of what I wanted to do next, I really wanted to both give back, create more jobs, get our start-up engine going again in this country, and it's currently broken, and I want to do that on a global basis, in places like France and India as well. So I'm on to my next chapter, but the fun part in this chapter is that I do the things that I love. >> And you've got a great team behind you, but also, you have a great personal network. And I want to get into that, of your personal stories as well as your social network in business and in the community; but one of the things I want to get up front, because I think this is important for this conversation is, you've been very strong. I've seen you present many times over the years, going way back into the 90's. You're eloquent, you're people-oriented, but you have a knack for finding the waves, seeing transitions, you've been through many waves. >> Yes I have, good and bad. >> Good and bad. But one of the big ones, how do you spot those transitions? And what wave are we in now? I mean, talk about the wave that's happening now, it's unprecedented on many levels, but, different, but it's still a wave. >> It is, and outgoing market transitions and often combined with either economic changes or business model changes with technology. And part of the reason that I've been fortunate to be able to identify many of them is I listen to customers very carefully, but also, you're often a product of your prior experiences. Having experienced West Virginia, one of the top states in the US in terms of the chemical industry, uh, during the 40's and 50's and 60's when I was growing up there, and literally more millionaires in West Virginia than there were in the entire Great Britain. We were on top of the world in the chemical industry, and the coal industry, and yet, because we missed transitions, and we should've seen them coming, the state fell a long way, so now we're trying to correct that with some of the start-up activity we'll talk about later. As you see this, and then I went to Boston, 128, we were talking earlier, Wang Laboratories, the mini-computer era, but I was in IBM first out of the central part of the nation, so I watched IBM and Mainframes, and then I watched them miss on going to the mini-computer, and then miss in terms of the internet. So I was able to see the transitions that occurred in Boston, Route 128, where we were the Silicon Valley of the world, and we knew it, and this unusual area out in California called Silicon Valley, we paid almost no attention to, and we didn't realize we failed to make a transition from the mini-computer era to the pc and the internet era. Then I joined Cisco, and saw the internet era. So part of it is, you're a product of your experiences, and know the tremendous pain that occurs, because Boston 128 is nowhere near what it used to be, so there's no entitlement in this new world out of the thousand high-tech companies that I was associated with, including four or five giants in mini-computers, none of them are really in existence today, so it shows you, if you don't identify the transitions, number one, you're going to have an opportunity to benefit by them, but number two, you sure have an opportunity to get hurt by them. >> And you know, these waves also create a lot of wealth and value; not just personal wealth, but community wealth, and Cisco in particular had a good thing going for them, you know, TCP-IP was a defact-- not even a standard, it was a defacto standard at that time, IBM and these kinds of digital equipment corporations dominated the network protocol. Even today, people are still trying to take out Cisco competitively, and they can't because they connected the world. Now the world's connected with digital, it's connected with mobile, so we're kind of seeing this connected wave globally. How do you think about that, now that you've seen the movie at the plumbing levels at Cisco, you now have been traveling the world, we're all connected. >> We are. And it's important to understand that I'm completely arms-length with Cisco, it's their company to run now, and I'm excited about their future. But I'm focused on the next chapter in my life, and while I think about the people at Cisco everyday, I'm into the start-up world now, so how do I think about it now? I think most of the innovation over the next decade will come from start-ups. The majority of the top engineering students, for example, at a Stanford or an MIT or a Polytechnique in France, which is the top engineering school, I think, in Europe, or at the ITs in India, they are all thinking about going to start-ups, which means this is where innovations going to come from. And if you think about a digital world going from the time you and I, we almost recruited you to Cisco, and then we finally did; there's only a thousand devices connected then when Cisco was founded. Today there are about 20 billion devices connected to the internet; in the future, it's going to be 500 billion in a decade, and so this concept of digitalization combined with artificial intelligence, all of a sudden we'll get the right information at the right time to the right person or machine to make the right decision, sounds complex, and it is. And it's ability to do that, I think start-ups are well-positioned to play a key role in, especially in innovation. So while the first stage of the internet, and before that were all dominated by the very large companies, I think you're going to see, in this next phase of digitalization, you're going to see a number of start-ups really emerge, in terms of the innovation leaders, and that's what I'm trying to do with my 16 investments I've made, but also coaching probably another 50 uh, start-ups around the world on a regular basis. >> And the impact of outside Silicon Valley, globally, how do you see that ecosystem developing with the entrepreneurship models that are now globally connected in with these connection points like Silicon Valley? >> It will partially in parallel, partially, it's a new phenomenon. I sold the movie of Boston 128, as I said earlier, and on top of the world, and there is no entitlement. The same thing's true with Cisco, um, sorry, of Silicon Valley today; there's no entitlement for the future, and just because we've led up until this point in time, doesn't mean we will in 10 years, so you can't take anything for granted. What you are seeing, since almost all job creation will be from start-ups, and small companies getting bigger, the large companies in total will probably not add any head count over this next decade because of artificial intelligence and digitization, and so you're now going to see job growth coming from those smaller companies, if these small companies don't get a forum to all 50 states, if they don't get a chance to grow their head count there, and the economic benefits of that, then we're going to leave whole states behind. So I think it's very important that we look at the next wave of innovation, I think there's a very good probability that it will be more inclusive, both by geography, by gender, and all diversity measures, and I'm optimistic about the future, but there are no guarantees, and we'll see how it plays out. >> Let's talk about your next chapter. I was going to wait, but I want to jump while we're on the topic. JC2 is a global start-up, game-changing start-up focus that you have. What is the thesis? What are you looking for, and talk about your mission? >> Well, our mission is very simple. I had a chance to change the world one time with Cisco, and many people, when I said Cisco's going to change the way the world works, lives, learns, and plays by enabling the internet, everybody said nice marketing, but you're a router company. And yet, I think most people would agree, probably more than any other company, we had the leadership role in changing the internet and the direction going on, and now, a chance to do it again, because I think the next wave of innovation will come from the start-ups, and it doesn't come easy. They need coaches, they need strategic partners, they need mentors as much as they need the venture capitalists, so I would think of as this focusing on disruptive start-ups that get very excited in these new areas of technology, ranging from physical and virtual worlds coming together, to artificial intelligence and automation everywhere, to the major capabilities on cyber security across that to the internet of things, so we're trying to say, how do we help these companies grow in skill? But if I was just after financial returns, I'd stay right here in the Valley. I can channel anybody, VC's here that I trust and they trust me, and it would be a better financial return. But I'm after, how do you do this across a number of states, already in seven states, and how do you do it in France and India as role models? >> It's got a lot of purpose. It's not just a financial purpose. I mean, entrepreneurs want to make money, too, but you've made some good money over the years, but this is a mission for you, this is a purpose. >> It is, but you referred to it in your opening comments. When we were at Cisco, I've always believed that the most successful owe an obligation to give back, and we did. We won almost every corporate social responsibility award there was. We won it from the Democrats and the Republicans, from Condie Rice and George Bush and from Hillary Clinton and President Obama. We also, as you said, made 10,000 Cisco employees millionaires just in the first decade. And we tried to give back to society with training programs like Network Academies and trained seven million students. And I think it's very important for the next generation of leaders here in the Valley to be good at giving back. And it's something that I think they owe an obligation to do, and I think we're in danger now of not doing it as well as we should, and for my start-ups, I try to pick young CEOs that understand, they want to make a financial return, and they want to get a great product out of this, but they also want to be fair and giving back to society and make it a win-win, if you will. >> And I think that's key. Mission-driven companies are attracting the best talent, too, these days, because people are more cognizant of that. I want to get into some of your personal stories. You mentioned giving back. And reading your book, your parents have had a big role in your life--. >> Yes, they have. >> And being in West Virginia has had a big role in your life. You mentioned it having a prosperity environment, and then missing that transition. Talk about the story of West Virginia and the role your parents played, because, they were doctors, so they were in the medical field. The combination of those two things, the culture where you were brought up, and your family impacted your career. >> I'm very proud of being from West Virginia, and very proud of the people in West Virginia, and you see it as you travel around the world. All of us who, whether we're in West Virginia, or came out of it, care about the state a great deal. The people are just plain good people, and I think they care about treating people with respect. If I were ever run off a road at night in the middle of the night, I'd want to be in West Virginia, (both laugh) when I go up to knock on that door. And I think it carries through. And also, the image of our state is one that people tend to identify in terms of a area that you like the people. Now what I'm trying to do in West Virginia, and what we just announced since last week, was to take the same model we did on doing acquisitions, 180 of them, and say here's the playbook, the innovation playbook for doing acquisitions better than anyone else, and take the model that we did on country digitization, which we did in Israel and France and India with the very top leaders, with Netanyahu and Shimon Peres in Israel, with Macron in France and with Modi in India, and drove it through, and then do the same thing in terms of how we take the tremendous prosperity and growth that you see in Silicon Valley, and make it more uniform across the country, especially as traditional business won't be adding head count. And while I'd like to tell you the chemical industry will come back to West Virginia and mining industry will come back in terms of job creation, they probably won't, a lot of that will be automated in the future. And so it is the ability to get a generation of start-ups, and do it in a unique way! And the hub of this has to be the university. They have to set the pace. Gordon Gee, the President there, gets this. He's created a start-up mentality across the university. The Dean of the business school, Javier Reyes is going across all of the university, in terms of how you do start-ups together with business school, with engineering, with computer science, with med school, et cetera. And then how do you attract students who will want to really be a part of this, how do you bring in venture capital, how do you get the Governor and the President and the Senate and the Speaker of the House on board? How do you get our two national senators, Shelly Moore Capito and also Joe Manchin, a Democrat and a Republican working together on common goals? And then how do you say here's what's possible, write the press release, be the model for how a country, or a state, comes from behind and that at one time, then a slow faller, how do we leap frog? And before you say it can't be done, that was exactly what people said first about India, when I said India would be the strongest growing economy in the world, and it is today, probably going to grow another seven to 10%. That means you double the per capita of everyone in India, done right, every seven to 10 years. And France being the innovation engine in Europe to place your new business, you and I would have said John, no way, just five years ago, yet it has become the start-up engine for Europe. >> It's interesting, you mentioned playbook, and I always see people try to replicate Silicon Valley. I moved out here from the East Coast in 1999, and it's almost magical here, it's hard to replicate, but you can reproduce some things. One of the common threads, though, is education. The role of education in the ecosystem of these new environments seems to be a key ingredient. Your thoughts about how education's going to play a role in these ecosystems, because education and grit, and entrepreneurial zeal, are kind of the magic formula. >> Well they are in many ways. It's about leadership, it's about the education foundation, it's about getting the best and brightest into your companies, and then having the ability to dream, and role models you can learn from. We were talking about Hewlett-Packard earlier, a great role model of a company that did the original start-up and Lou Platt, who was the President of HP when I came out here, I called him up and said, you don't know me, Lou, I'm with a company you've probably never heard of, and we have 400 people, but I don't know the Valley, can you teach me? And he did, and he met with me every quarter for three years, and then when I said what can I do to repay you back, because at that time, Cisco was on a roll, he said John, do it for the next generation. And so, that's what I'm trying to do, in terms of, you've got to have role models that you can learn from and can help you through this. The education's a huge part. At the core of almost all great start-up engines is a really world-class university. Not just with really smart students, but also with an entrepreneur skill and the ability to really create start-ups. John Hennessey, Stanford did an amazing thing over the last 17 years on how to create that here at Stanford, the best in the world, probably 40% of the companies, when I was with Cisco, we bought were direct or indirect outgrowth of Stanford. Draw a parallel. Mercury just across the way, and this isn't a Stanford/CAL issue, (both laugh) equally great students, very good focus on interdisciplinary activities, but I didn't buy a single company out of there. You did not see the start-ups grow with anywhere near the speed, and that was four times the number of students. This goes back to the educational institution, it has to have a focus on start-ups, it has to say how they drive it through, this is what MIT did in Boston, and then lost it when 128 lost it's opportunity, and this is what we're trying to do at West Virginia. Make a start-up engine where you've got a President, Gordon Gee, who really wants to drive this through, bring the political leaders in the state, and bring the Mountaineers, the global Mountaineers to bare, and then bring financial resources, and then do it differently. So to your point, people try to mimic Silicon Valley, but they do it in silos. What made Silicon Valley go was an ecosystem, an education system, a environment for risk-taking, role models that you could steal people from--. >> And unwritten rules, too. They had these unwritten rules like pay it forward, your experience with Lou Platt, Steve Jobs talks about his relationship with David Packard, and this goes on and on and on. This is an important part. Because I want to just--. >> Debt for good is a big, big issue. Last comment on education, it's important for this country to know, our K through 12 system is broken. We're non-competitive. People talk about STEM, and that's important, but if I were only educating people in three things, entrepreneurship, how to use technology, and artificial intelligence; I would build that into the curriculum where we lose a lot of our diversity, especially among females in the third, fourth, fifth grade, so you haveta really, I think, get people excited about this at a much earlier age. If we can become an innovation engine again, in this country, we are not today. We're not number one in innovation, we're number 11! Imagine that for America? >> I totally agree with ya! And I don't want to rant and waste a lot of time, but my rants are all on Facebook and Twitter. (both laugh) Education's a problem. It's like linear, it's like a slow linear train wreck, in my opinion, but now you have that skills gaps, you mentioned AI. So AI and community are two hot trends right now. I'm going to stay with community for a minute. You mentioned paying it forward. Open source software, these new forms of operational scale, cloud computing, open source software, that all have this ethos of pay it forward; community. And now, community is more important than ever. Not just from the tech world, but you're talking about in West Virginia, now on a global scale. How does the tech industry, how can the tech industry, in your opinion, nurture community at local, regional, global scale? >> This is a tough one John, and I'd probably answer it more carefully if I was still involved directly with Cisco. But the fun thing is, now I represent myself. >> In your own opinion, not Cisco. There's a cultural thing. This is, Silicon Valley has magic here, and community is part of it. >> Yes, well it's more basic than that. I think, basically, we were known for two decades, not just Cisco, but all of the Valley as tech for good, and we gave back to the communities, and we paid it forward all the time, and I use the example of Cisco winning the awards, but so do many of our peers. We're going to Palestine and helping to rebuild Palestine in terms of creating jobs, et cetera. We went in with the Intels of the world, and the Oracles and the other players and HP together, even though at times we might compete. I think today, it's not a given. I think there is a tug of war going on here, in terms of what is the underlying purpose of the Valley. Is it primarily to have major economic benefits, and a little bit of arm's length from the average citizen from government, or is it do well financially, but also do very well in giving back and making it inclusive. That tug of war is not a given. When you travel throughout the US, today, or around the world, there are almost as many people that view tech for bad as they do tech for good, so I think it's going to be interesting to watch how this plays out. And I do think there are almost competing forces here in the Valley about which way should that go and why. The good news is, I think we'll eventually get it right. The bad news is, it's 50/50 right now. >> Let's talk about the skill gap. A lot of leaders in companies right now are looking at a work force that needs to be leveled up, and as new jobs are coming online that haven't been trained for, these openings they don't have skills for because they haven't been taught. AI is one example, IOT you mentioned a few of those. How do great leaders, proactively and reactively, too, get the skills gaps closed? What strategies can you do, what's the playbook there? >> Well two separate issues. How do they get it closed, in terms of their employees, and second issue, how do we train dramatically better than we've done before? Let's go to the first one. In terms of the companies, I think that your ability to track the millennials, the young people, is based upon your vision of doing more than quote just making a profit, and you want to be an exciting place to work with a great culture, and part of that culture should be giving back. Having said that, however, the majority of the young people today, and I'm talking about the tops out of the key engineering schools, et cetera, they want to go to start-ups. So what you're going to see is, how well established companies work with start-ups, in a unique partnership, is going to be one of the textbook opportunities for the future, because most companies, just like they didn't know how to acquire tech companies and most of all tech acquisitions failed, even through today. We wrote the textbook on how to do it differently. I think how these companies work with start-ups and how they create a strategic relationship with a company they know has at least a 50/50 probability of going out of business. And how do you create that working relationship so that you can tap into these young innovative ideas and partnerships, and so, what you see with the Spark Cognition, 200 people out of Texas, brilliant, brilliant CEO there in terms of what he is focused on, partnering with Boeing in that 50/50 joint venture, 50/50 joint venture to do the next FAA architecture for unmanned aircraft in this country. So you're going to see these companies relate to these start-ups in ways they haven't done before. >> Partnership and collaboration and acquisitions are still rampant on the horizon, certainly as a success for you. Recently in the tech industry we're seeing big acquisitions, Dell, EMC, IBM bought Red Hat, and there's some software ones out there. One was just going public and got bought, just recently, by SAP, how do you do the acqui-- you've done 180 of them? How do you do them successfully without losing the innovation and losing the people before they invest and leave; and this is a key dynamic, how do companies maintain innovation in an era of collaboration, partnerships, and enmity? >> I had that discussion this morning at Techonomy with David Kirkpatrick, and David said how do you do this. And then as I walked out of the room, I had a chance to talk with other people and one of them from one of the very largest technology companies said, John, we've watched you do this again and again; we assumed that when we acquired a company, we'd get them to adjust to our culture and it almost never worked, and we lost the people at a tremendously fast pace, especially after their lock-in of 18 to 24 months came up. We did the reverse. What we did was develop a replicatible innovation playbook, and I talk about it in that book, but we did this for almost everything we did at Cisco, and I would've originally called that, bureaucracy, John. (both laugh) I would've said that's what slow companies do. And actually, if done right, allows you to move with tremendous speed and agility, and so we'd outline what we'd look for in terms of strategy and vision; if our cultures weren't the same, we didn't acquire them. And if we couldn't keep the people, to generate the next generation of product, that was a bad financial decision for us, as well. So our attrition rate averaged probably about 5% or over while I was at Cisco for 20 years. Our voluntary attrition rate of our acquired companies, which normally runs 20% in these companies, we had about four. So we kept the people, we got the next generation product out, and we went in with that attitude in terms of you're acquiring to be able to keep the people and make them a part of your family and culture. And I realize that that might sound corny today, but I disagree. I think to attract people, to get them to stay at your company, it is like a family, it is like how you succeed and occasionally lose together, and how you build that family attitude under every employee, spouse, or their children that was life-threatening, and we were there for them in the ways that others were not. So you're there when your employees have a crisis, or your customer does, and that's how you form trust in relationships. >> And here's the question, what does People First mean to you? >> Well people first is our customer first. It means your action and everything you do puts your customers and your people first, that's what we did at Cisco. Any customer you would talk to, almost every customer I've ever met in my life would do business with us again, or with me again, because your currency in today's world is trust, track record, and relationships, and we built that very deep. Same thing with the employees. I still get many, many notes from people we helped 10 or 15 years ago; here's the picture of my child that you all helped make a difference in, Cisco and John, and you were there for us when we needed you most. And then in customers. It surprises you, when you help them through a crisis, they remember that more than when you helped them be successful, and they're there for you. >> Talk about failure and successes. You talk about this in the book. This is part of entrepreneurship, you can't succeed without failures. Handling failures is just as important as handling successes, your thoughts on people should think about that from a mindset standpoint? >> Well, you know, what's fun is those of you who are parents, or who will be parents in the future, when your child scores a goal in soccer or makes a good grade on a test, you're proud for them, but that isn't what worries you. What worries you is when they have their inevitable setbacks, everybody has that in life. How do you learn to deal with them? How do you understand how much were self-inflicted and how much of it was done by other causes, and how they navigate through that determines who they are. Point back to the West Virginia roots, I'm dyslexic, which means that I read backwards. Some people in early grade school thought I might not even graduate from high school much less go to college. My parents were doctors, they got it, but how I handled that was key. And while I write in the book about our successes, I spend as much time on when disaster strikes, how you handle that determines who you are in the future. Jack Welch told me in the 90's, he said John, you have a very good company, and I said Jack, you're good at teaching me something there, we're about to become the most valuable company in the world, we've won all of the leadership awards and everything else, what does it take to have a great company? He said a near-death experience. At the time I didn't understand it. At the end of 2001 after the dot com bubble, he called me up, he said, you now have a great company, I said Jack, it doesn't feel like it. Our stock price is down dramatically, people are questioning can I even run the company now, many of the people who were so positive turned very tough and--. >> How did you handle that? How did you personally handle that, 'cos--. >> It's a part of leadership. It's easy to be a leader when everything goes well, it's how you handle when things are tough, and leadership is lonely, you're by yourself. No matter how many friends you have around you, it's about leadership, and so you'd lead it through it. So 2001, took a real hard look, we made the mistake of focusing, me, on the numbers, and my numbers in the first week of December were growing at 70% year over year. We'd never had anything negative to speak of, much less below even 30% growth, and by the middle of January, we were -30%. And so you have to be realistic, how much was self-inflicted, how much the market, I felt the majority of it was market-inflicted, I said at the time it's a hundred year flood. I said to the employees, here's how we're going to go forward, we need to bring our head count back in line to a new reality, and we did it in 51 days. And then you paint the picture from the very beginning of what you look like as you recover and in the future and why your employees want to stay here, your customers stay with you and your shareholders. It wiped out most of our competitors. Jack Welch said, John, this is probably your best leadership year ever, and I said Jack, you're the only one that's going to say that. He said probably, and he has been. >> And you've got the scar tissue to prove it. And I love this story. >> But you're a product of your scars. And do you learn how to deal with them? >> Yeah, and how you-- and be proud of them, it's what, who you are. >> I don't know if proud's the right word. >> Well, badge of honor. (both laugh) >> Red badge of honor, they're painful! >> Just don't do it again twice, right? >> We still make the same mistake twice, but at the same time when I teach all these start-ups, I expect you to make mistakes. If you don't make mistakes, you're not taking enough risk. And while people might've, might say John, one of your criticisms is that you spread yourself a little bit too thin in the company at times, and you were too aggressive. After thinking about it, I respectfully disagree. If I had to do it over, I'd be even bolder, and more aggressive, and take more risks, and I would dream bigger dreams. With these start-ups, that's what I'm teaching them, that's what I'm doing myself. >> And you know, this is such a big point, because the risk is key. Managing risk is actually, you want to be as risky as possible, just don't cut an artery, you know, do the right things. But in your book, you mention this about how you identify transitions, but also you made the reference to your parents again. This is, I think, important to bring up, because we have an expression in our company: let's put the patient on the table and let's look at the problem. Solving the problems and not going out of business at that time, but your competitors did, you had to look at this holistically, and in the book, you mentioned that experience your parents taught you, being from West Virginia, that it changed how you do problem solving. Can you share what that, with that in conscience? >> Well, both parents were doctors, and the good news is, you got a lot of help, the bad news is, you didn't get a lot of self 'cos they'd fix you. But they always taught me to focus on the real, underlying issue, to your point. What is the real issue, not what the symptom is, the temperature, or something else. And then you want to determine how much of that was self-inflicted, and how much of it was market, and if your strategy's working before, continue, if your strategy was starting to get long in the tooth, how do you change it, and then you got to have the courage to reinvent yourself again and again. And so they taught me how to deal with that. I start off the book by talking about how I almost drowned at six years of age, and as I got pulled down through the rapids, I could still see my dad in my mind today running down the side of the river yelling hold on to the fishing pole. It was an ugly fishing pole. Might've cost $5. But he was concerned about the fishing pole, so therefore I obviously couldn't be drowning so I focused both hands on the fishing pole and as I poked my head above water, I could still see him running down. He got way down river, swam out, pulled me in, set me on the side, and taught me about how you deal when you find yourself with major setbacks. How do you not panic, how do you not try to swim against the tide or the current, how you be realistic of the situation that you're in, work your way to the side, and then you know what he did? He put me right back in the rapids and let me do it myself. And taught me how to deal with it. Dad taught me the business picture and how you deal with challenges, Mom, uh, who was internal medicine, psychiatry, taught me the emotional IQ side of the house, in terms of how you connect with people, and I believe, this whole chapter, I build relationships for life. And I really mean it. I think your currency is trust, relationships, and track record. >> And having that holistic picture to pull back and understand what to focus on, and this is a challenge for entrepreneurs. You're now dealing with a lot of entrepreneurs and coaching them; a lot of times they get caught in the forest and miss the trees, right? Or have board meetings or have, worry about the wrong metrics, or hey, I got to get financing. How should an entrepreneur, or even a business leader, let's talk about entrepreneur first and then business leader, handle their advisors, their investors, how do they manage that, how do they tap into that? A lot of people say, ah, they don't add much value, I just need money. This is important, because this could save them, this could be the pole for them. >> It could, or it could also be the pole that causes the tent to collapse (both laugh). So I think the first thing when you advise young entrepreneurs, is realize you're an advisor, not a part of management. And I only take young entrepreneurs who want to be coached. And as I advise them, I say all I'm asking is that you listen to my thoughts and then you make the decision, and I'll support you either way you go, once you've listened to the trade-offs. And I think you want to very quickly realize where they are in vision and strategy, and where they are on building the right team and evolving the team and changing the team, where they are in culture, and where they are on their communication skills because communication skills were important to me, they might not have been to Jack Welch, the generation in front of me, but they were extremely important to ours. And today, your communication mismatch on social media could cost your company a billion dollars. If you're not good at listening, if you're not good at communicating with people and painting the picture, you've got a problem. So how do you teach that to the young players? Then most importantly, regardless of whether you're in a big company or a small company, public or private sector, you know what you know and know what you don't. Many people who, especially if they're really good in one area, assume that carries over to others, and assume they'll be equally as good in the others, that's huge mistake; it's like an engineer hiring a good sales lead, very rarely does it happen. They recruit business development people who appeals to an engineer, not the customer. (both laugh) So, know what you know, know what you don't. For those things you don't know, surround yourself with those people in your leadership team and with your advisors to help you navigate through that. And I had, during my career, through three companies, I always had a number of advisors, formal and informal, that I went to and still go to today. Some of them were very notable players, like our President Clinton or President Bush, Shimon Peres, Henry Kissinger, or names that were just really technical leads within companies, or people that really understood PR like Thomas Freedman out of the New York Times, or things of that. >> You always love being in the trenches. I noticed that in Cisco as an observer. But now that you're in start-ups, it's even more trenches deeper (laughs) and you've got to be seeing the playing field, so I got to ask ya a personal question. How do you look back at the tech trends that's happening right now, globally, both political, regulatory technology, what advice would you give your 23-year-old self if you were breaking into the business, you were at Wang and you were going to make your move; in this world today, what's going on, what would you be doing? >> Well the first thing on the tech trend is, don't get too short-term focused. Picture the ones that are longer term, what we refer to as digitization, artificial intelligence, et cetera. If I were 23 years old, or better yet, 19 years old, and were two years through college and thinking what did I want to do in college and then on to MBA school and perhaps beyond that, legal degree if I'd followed the prior path. I would focus on entrepreneurship and really understand it in a lot more detail. I learned it over 40 years in the business. And I learned it from my dad and my mom, but also from the companies I went into before. I would focus on entrepreneurship, I'd focus on technology that enables entrepreneurship, I would probably focus on what artificial intelligence can do for that and that's what we're doing at West Virginia, to your point earlier. And then I would think about security across that. If you want really uh, job security and creativity for the future, if you're a really good entrepreneur, with artificial intelligence capability, and security capability, you're going to be a very desired resource. >> So, we saw you, obviously networking is a big part of it. You got to be networking with other people and in the industry, would you be hosting meet ups? Young John Chambers right now, tech meet ups, would you be at conferences, would you be writing code, would you be doing a start-up? >> Well, if we were talking about me advising them? >> No, you're 23-years-old right now. >> No, I'd just be fooling around. No, I'd be in MBA school and I'd be forming my own company. (both laugh) And I would be listening to customers. I think it's important to meet with your peers, but while I developed strong relationships in the high-tech industry, I spent the majority of time with my customers and with our employees. And so, I think at that age, my advice to people is there was only one Steve Jobs. He just somehow knew what to build and how to build it. And when you think about where they were, it still took him seven years (laughs). I would say, really get close to your customers, don't get too far away; if there's one golden rule that a start-up ought to think about, it's learning and staying close to your customers. There too, understand your differentiation and your strategy. Well John, thanks so much. And the book, Connecting the Dots, great read, it's again, not a business book in the sense of boring, a lot of personal stories, a lot of great lessons and thanks so much for giving the time for our conversation. >> John, it was my pleasure. Great to see you again. >> I'm John Furrier here with the People First interview on theCUBE, co-created content with Mayfield. Thanks for watching! (upbeat electronic music)

>> Announcer: Live from Las Vegas, it's the Cube! Covering NAB 2017, brought to you by HGST. >> Hey welcome back everybody Jeff Rick here with The Cube, We are getting towards the end of day three at NAB 2017, and we've talked to a ton of people from security, and storage, and applications, and now we get to talk to a creator. And really excited to have Victoria Nece on, she's a project manager for adobe After Effects, welcome. >> Thank you it's great to be here. >> Absolutely, been getting a little background on you, you were just really an animator and Adobe was smart enough to say "Hey this girl's got her shit together, we should bring her inside and have her help with the team at a bigger level." Instead of all the little things you were doing. >> Yeah so I was a motion designer mostly for documentary for a long time. And I got really into writing my own scrips and extensions and I used to say I like to make After Effects do stuff it wasn't supposed to do, and now it's my job to help make it do those things. >> Okay so what are some of the new things you said that you know, luckily we're past the official release date, you can actually talk about things >> Yes. >> So what are some of the new things? >> Uh, so we have a great new release, just came out last week, last Wednesday we're super proud of it, it's available to anyone who has creative cloud subscription. And a big thing, and this is across After Effects and Premier, is a new thing called the essential graphics panel. It allows you to make really elaborate- anything you want to do in After Effects you can go fully advanced motion graphics, and then choose the properties in editor you want to be able to change. So I can say, I'm designing something but it's on brand, I don't want you to change the color, but you can change the text, you can reposition something on the screen, we can change the background color, do all of those kind of things, and I can add those controls in After Effects and when I save those as a motion graphics template, it gets packed up and someone can use it in Premier and change those things live in the timeline with no rendering, so. >> It's really interesting just the whole collaboration, you know, kind of aspect. It used to be so much, you know, an individual sitting down on their hopefully very big machine with a lot of memory and compute, you know, working on Adobe. But now, it's really more of a collaborative effort. There's not a lot of people just working independantly all by themselves on the machine. >> True. >> Especially with Cloud and some of these really higher performance applications. >> Yeah it's actually been really interesting to watch what's happened. We have a beta service called Team Projects and I've been doing press demos where I'm in Seattle and one of my colleagues is in Germany and we're collaborating live on the same projects, I'm on After Effects, he's in Premier, I make a change, it shows up right in his timeline he doesn't even have to open After Effects, doesn't have to import anything, and it's all really seemless. And we've actually, we've all been collaborating the whole time but now you can do it without all those extra steps of rendering, and sending a file, and downloading the file, and importing it, and then adding it. Now that can all just happen in one click. >> It's like Google Docs versus Word. >> Yeah, right. >> Save and attach a file and send, hopefully you remember to save the file. >> Alright and the other thing you're really excited about is character animator. >> Yes. >> So what's going on there? >> So for people who don't know, character animator is a new application from the original creators of After Effects. It's a separate application that allows you to do real time live animation using your webcam and your microphone and also even use a touch screen, keyboard, mouse, basically hardware you already have, to power a character that starts off as a Photoshop or Illustrator file, and character animator brings it to life. We've seen some really amazing stuff people are doing with it. >> So real time live animation, so that seems like completely impossible, cause back in the day that's all we would hear about, is you know you have to render render render render render to get this animations stuff going. But now you're saying you've got it broken down so that we can do it live. >> There's this great line from The Simpsons that animation is rarely done live, it's a terrible strain on the animators wrists, and we're working to change that (laughs). It's a lot of fun and also you look at the screen and your character looks back at you, it's this really amazing experience working in it. And we've been working to make it easier to use, easier to get started, we've added workspaces so now it actually walks you through the process of getting characters set up and rigged and then a different space for performing. But it's, character animation's fun. >> And then now you're bolting that onto all these various live video distribution services. >> Mhm, we've added Mercury transmit support, which means you can go out to broadcast hardware, you can connect to absolute stream, to Facebook live, Youtube live, we're seeing things like Steven Colbert's The Late Show they use character animator to do cartoon Trump and he's improving live with a cartoon character and it's all happening in real time. >> (laughs) So as you look back and this is all fascinating and it's great, now you've got the power of the whole company to kind of make many of your visions come true. Where does it go next? It just seems like the creative opportunity, or the tools for the creator, are just exploding. >> I think there's a lot of cool stuff we can do, but for me one of the biggest things is anything we can do to save people time, and to save people doing the boring stuff, I want to give people more space to create. >> Right. >> So, don't have to think about verging, you don't have to think about all those outputs, but all the stuff about- get that out of the way, get the data entry out of the way so you can actually focus on the stuff you really want to be doing. >> And what about 360 and VR and all those crazy new technologies which are all over these halls. >> It's everywhere. Premier's got some really cool stuff this release, they've got Ambisonic audio so you can actually do VR, 360 footage and the sound comes from the right place in the shot as you turn your head. >> Ambisonic v- >> Ambisonic audio. >> Ambisonic audio. >> So there's some really cool stuff happening there. And then on the After Effects side we have some amazing partners who have been doing super cool stuff with VR, their tools are really evolving, and it's a really nice seemless workflow working with them. >> (laughs) So where does it go next? >> Oof. >> Anywhere, right? >> Anywhere really. >> No it's just amazing how again these tools that really put everything in the power of basically anybody's hands. It's kind of this whole democratization theme which we continue to hear over and over again. >> We've really focused a lot on trying to get just the tools you need right now to get you most of the way there, super simple, and then when you need to go deep, you can go deep. We're not limiting you to the simple tools, but everything's right in context, right in front of you, the stuff you change the most is right there. And then when you need to go in and tweak and get to the pro level it's another step down. And so we're trying to really build that kind of a workflow so that you have sound and graphics and color all right in edit and then you have the big pro apps for when you need to do the fancy stuff. >> The heavy lifting. And I wonder, Victoria, you talked about the community, cause Adobe's got a really active community, you guys have a huge show that brings everybody together, you obviously came out of that community into the mothership. How important is this, you know, kind of an active community around the creative process, tools you mentioned you even wrote your own scripts. >> Mhm it's, I love the After Effects community in particular they're my friends and a show like this, I see people I have really great friends that I only see once or twice a year at these kind of shows, but it's such a great strong global community that we stay in touch throughout the year, and our users really drive where we're going with things. A lot of the features in this release of After Effects, I could tell you by name who's been asking for them for years and who's super excited to see something in there. >> Okay, so if I see you again in 2018 can you give us a hint as to maybe what we'll see? Don't get in trouble. >> I might get in trouble. But we've got some really cool stuff under way. >> Alright, well we'll keep an eye, and you guys over on the table, you got to learn how to do this talking creative animator thing. I could think of some people that we might want to chin up not the real Donald Trump, but some other people. (laughs) >> Alright Victoria, well thanks for spending a few minutes with us and again, congrats on the new relase. >> Thank you, it's really great to be here. >> Alright Victoria Nece, I'm Jeff Rick you're watching the Cube from NAB 2017. Thanks for watching.

>> From Phoenix, Arizona, The Cube at Catalyst Contracts. Here's your host, Jeff Frick. >> Hey welcome back everybody, Jeff Frick here with The Cube. We are in Phoenix, Arizona at the Girls in Tech Catalyst Conference. It's funny, seems something about Phoenix that this is where all the great women in tech conferences are. We were here two years ago for our first Grace Hopper and it's really fun to return now to this one, the Girls in Tech Catalyst Conference, which, a little bit smaller, about 400 people, their fourth year, but again it's all about empowering girls, empowering women to think differently, to take charge and to be more successful so really excited for our next guest, Jim McCarthy, brought in to motivate the troops. >> That's right. >> So first off, welcome. >> Thank you. >> So-- >> Thanks Jeff. >> Your keynote was all about a career without regret, have a great impact on what you care about. That is so topical right now, and especially these people that talk about, you know, the millennials and you know, kind of the younger generation coming up, they want to do things that they care about >> Yeah, I think all the research indicates millennials, more than maybe prior generations, really are looking for work that has impact and has meaning. >> Is it because they can? You know, that things are a little bit easier, they know they're not necessarily y'know, suffering to get by? Why do you think there's the change and then once you've made that decision, how do you implement that in kind of your day to day life? >> Well I'm not sure I could explain how the millennials are perhaps different, maybe they just see some of the challenges in our world like climate change for example and realize wow, there's some very serious challenges we face. That might be why they're looking for more of an impact, but in terms of what to do to find more meaning in life I always encourage people to do work that they really love, that they're passionate about, and in this conference a lot of the women have talked about passion and what you're good at and really doing that 'cause that's what you're going to be most successful at. >> Right, but that's a really common theme >> Yeah. >> We've heard that forever, to close your parachute, y'know, if you could find something that you get paid well and you're passionate about, but often times there's a conflict, right? Sometimes it's just harder, people get stuck in something that they're not happy with, but they're not really willing to make the change, not really willing to make the investment or take the chance so what are some of the things you tell people that are specific actionable, that will help them y'know, make those changes to get some place where they're y'know, feeling better about what they're working on? >> Well, so for me part of my talk was I talk about how I had a career in Silicone Valley, early employee at Yahoo! and different internet companies and then about three and a half years ago I was diagnosed with cancer and that was a big wake up call for me. And even though my health seems to be okay right now, it really sort of helped me realize that wow, I'm not going to live forever and by embracing my mortality I've started living much more fully and I decided okay, if I wanted to be a motivational speaker, I always wanted to, never had the courage to do it, I thought okay, I'm not going to live forever, I might as well dive into it, have the courage to try even if I fail. But at least I'll be happy and I'm not living a life with regrets. >> Right. >> So that was part of my workshop yesterday. >> So that's really interesting and a powerful story I mean, we often hear when there's these, y'know, kind of life changing events, these big moments, y'know that is the catalyst. Does it take that to make the change? Can people do it without the change? I mean, we can't hardly get anyone to lift up their face out of email. (laughing) I mean, how do we do it without that or does it really take that? I mean, is that really what happens, whether it's yourself or a loved one or someone you care about, it's interesting 'cause that's powerful catalyst >> Yeah so, I think for some people it does take getting, y'know, hit with a ton of bricks like that in order to really realize what they need to do and have the courage to do it and just realize y'know, this may not work out but I'm just going to go for it. In part of my workshops I try to help people think about their mortality, think about if you were to die today, how would you feel about your relationships. If you were to die today, how would you feel about the work that you've done. And then I always have them write out action plans for okay, based on what I wrote, based on what we discussed, what do you want to change in your life and what's the deadline to do it? So that's kind of the process that I use in my workshops so it's not just nice story and inspiration but it's really okay, how can we bring this back to what am I going to do with my career, what am I going to do with my relationships and there's also very practical things that people can do that I think will help them a lot, one is mindfulness to reduce their stress, one is affirmation in which you can actually train your brain to be much more positive thinking and there's a lot of neuroscience behind that today which shows that you can actually sculpt your brain to have a much more positive attitude. So those are some and then the goal setting is important too. So -- and then gratitude, I'm sorry, there's another practice. So these are very, this is not just nice ideas but actually daily practices you can do, mindfulness and meditation, gratitude and affirmations, these are all things that can really have a daily impact in a very positive way. >> Right, and I'm sure people say, "Jim, that sounds great, I printed it out, it's on my fridge, but jeez, I wake up, I have 472 unread emails, the boss is calling me," how do I really actually do it? I want to do it but I'm drowning in email, whoever invented email is problematic, I'm glad that young kids don't use it 'cause it's going to die soon. (laughing) But y'know, practically, what do you tell folks? >> What I tell people is if you meditated 10 minutes a day, that's about 1% of your waking hours and that 1% would improve the other 99% of your waking hours and meditation used to be very weird and funky and new-agey and now you see more and more people saying, "No actually, 10 minutes of mindfulness or meditation or breathing or whatever can make a huge positive impact on your health both physically and mentally". There's all sorts of very serious scientific research, neuroscience, which underscores that. So if you invest 10 minutes of your day in being at peace, reducing stress, focusing on your breathing, then the other 99% of your day is going to be calmer, you're not going to be freaking out so much, you get an email in your inbox that you may not like but you can say, "okay, let me breath, okay let me think about this, okay", don't have to do an immediate flame mail response and then you're doing a lot less damage control in your life and you're being much more focused on how do I want to spend my day. And so that is one way to reduce your stress and yet still get stuff done, the most important stuff done. >> It's interesting, I have an unwritten book that I always wanted to write, kind of on some of the things you said before about y'know, don't forget your death bed, 'cause at some point you're going to be laying on your death bed-- >> That would be the title of your book? >> And you're going to have those questions. >> Yeah >> Yeah Y'know, did I do what I want to do? Did I spend too much time at the office, or too much time at the beach or too much time with the kids or not? >> Well if I can say, there's a woman who wrote a book named "The Top Five Regrets of the Dying" and regret number two was "I wish I had worked less". And every single man in her survey that she talked to said "I wish I had worked less". And these are men on their deathbeds. But it applies to a lot of women as well. >> So I want to shift gears a little bit, back to your tech days, >> Yeah (laughing) >> Just looking at your background, obviously some of our homework and you y'know, you did a summer at McKenzie, you're kind of at the leading edge of business and smart people and you -- >> You're too kind Jeff, okay? (laughing) >> No, and then you decide I haven't finished the story, and then you go to San Jose Mercury News to work in classifieds. >> Actually to do marketing. >> To do marketing >> Yeah >> But you were involved in classifieds and I only bring up the classifieds 'cause it's interesting because then you left and went to Yahoo!, right at the main, I mean really at a pivotal time in the transformation of classifieds moving from the newspaper to online. >> Yes >> So you lived kind of this digital transformation long before Uber and some of the other examples that are so often cited. >> Yeah. >> So I'd just love to get kind of your perspective on, y'know, kind of digital transformation, it happened, this was 97 so what 20 years ago, I can't believe it's 20 years ago, to now and then in the context of what you're doing now. >> So I graduated from business school in 1996, and went to the San Jose Mercury News and was doing marketing things. But right when I was graduating I was like, "Oh jeez, y'know this internet thing is going to be huge!", and after a few months at the Mercury News, I said, "Look, I really want to do something with internet", and they said, "Sorry, can't do that, keep helping us sell papers." And I said, "Well screw this!", and so I went to Yahoo! In July 1997, I was employee number 258 and I was hired to be a product manager for Yahoo! classifieds, so realizing, 'cause I remember sitting in the Mercury News at my computer and looking at, wow, Yahoo! has some like, online classifieds for autos? And careers? And this is way better than the newspaper! I can have long descriptions here and you can even see pictures of things, so I went to Yahoo! classifieds and out of that we created Yahoo! Autos, Yahoo! Careers Yahoo! Personals, Yahoo! Real Estate. And yes, this absolutely-- And then later there was the category killers where there was Match.com, where there was Monster or Monster Board, and on down the line-- >> Monster Park, remember Monster Park, one of the first sponsored stadiums back in the day. >> Yeah, yeah. >> After 3Com. Excuse me, I'm sorry to interrupt. >> No it's okay. So it was an amazing transformation and it was one of these things where the internet just does things so much better and you could say it also sort of helped destroy an industry, right? I mean, I'm certainly a big believer in the power of local newspapers and investigative journalism, and that's really been damaged a lot from the last 20 years, but sometimes it's like this technological imperative where the web is so much better, people have to figure out different business models, different ways to fund their journalism, different revenue models that work. But I mean it's just amazing to see what's gone on with how classifieds has developed, e-commerce has developed. I worked later on Yahoo! Auctions and Shopping, you can talk about that more if you want. >> Yeah, a friend of mine works at the Yellow Pages, I was like dude, you probably need to get a new job. >> Really? Still? >> It's YP.com now. Well turns out they have a huge online business which is good for them. No still, I was like c'mon, (laughing) You need to get out of that. >> Gosh (laughing). >> So, anyway. It's just interesting, the digital transformation that we're under now y'know, has happened over and over again, we just happen to be kind of in the current iteration, sometimes people forget-- >> Yes, yeah. >> That there was a time before Google, it was called AltaVista (laughing) or WebCrawler if you want to go back even further. Anyway, we regress. So Jim, what're you working on now, what're you looking forward to in the next six months, any special projects? You just traveling the country and spreading good word? >> I travel the country and I travel internationally doing my workshop. So basically the workshop's where I teach companies how to build happy, high performance teams. >> Awesome. >> And in the workshop, some of them are a little bit more, much more sort of inspirational and about mortality and about what you want to do for life purpose, I have a workshop called, "Happiness Workshop: Keep Calm and Get Stuff Done" and then so there's ones which are much more goal setting, there's more which are inspirational and yeah, I travel and teach companies how to -- whether it's an hour workshop or a six hour workshop, that's what I do. >> Jim, thanks for stopping by, it's a great story and I think it's just so important, y'know there's a lot of great inspirational stories out there but really y'know, how you do you help people, give them actionable things that they can put on the fridge, put on their calender and-- >> And have in their daily routine. >> Right and do it right, and do change behavior 'cause it's hard to change attitude, really hard, and the way you do it is you change behavior, that you can actually change. Thanks for-- >> Yeah, yeah. >> Thanks for sharing a few minutes with us. >> Thank you Jeff, very kind of you. >> Absolutely >> Thank you >> Jim McCarthy, I'm Jeff Frick, we're in Phoenix, Arizona at the Girls in Tech Catalyst Conference, you're watching The Cube. Thanks for watching.