>> From the Aria Resort in Las Vegas, it's theCUBE covering AWS Marketplace. (upbeat music) Brought to you by Amazon Web Services. (crowd talking) >> Hey, welcome back everybody. Jeff Frick here with theCUBE. We're at AWS re:Invent 2018, it's a ton of people. We're actually are not in the Sands tonight, we're kicking things off at the Aria at a place called the Quad. It's the AWS Marketplace and Service Catalog Experience Hub. Come on by, they got the foosball, the liquor's out, the food is out, and really kicking off a great event. We're excited to have a first-timer to theCUBE, but a long-timer from the industry. He's Mike Silvey, co-founder and EVP of Moogsoft. Mike, great to see you. >> Thank you very much. >> So it's a little early to ask you your impressions of the show, I'd love to ask you on Thursday afternoon, but so far, what do you think? >> Pretty good, I mean, I've been busy all day. The booth's been, you know, obviously just starting, but we've had meetings with everybody all day so far, and yeah, crazy. >> It's a show like no other. It's really something else. >> Well for a company outside, it's really cool, because we've got a couple of events here at the Quad, on machine learning and on DevOps. We got a booth. We got people you showcase elsewhere. And yeah, very, very, cool. Lovely. >> Right and you're on theCUBE. >> I'm on theCUBE. Hi. >> So for people that aren't familiar with Moogsoft, give us just kind of the quick overview. >> Okay, yeah, so we set up the company to really help transform the economics of the digital migration. So what we mean by that is, you as well know, and all the statistics show that the more you move to modularized software and take advantage of the cloud with Agile, the more costly your operations costs are. In other words, your development productivity goes down because you spent more time doing operations than they do developing. So what we're here to do is make sure that our customers who are all major enterprise corporations, they've got a hybrid world of major enterprise on-premise and then their cloud transition. We're making sure that they can transform, stay agile, but while increasing the development productivity and reducing their operation's costs. It's as simple as that. >> Right, but you were coming at it from a kind of a different perspective. We talked a little bit before we turned the cameras on. You guys are investing really heavily in core technology. Not necessarily building a big sales force or building a big marketing department, but really core technology. So I wonder if you can kind of talk about that strategy and your pursuit of really going down that path. >> Yeah, no, fair. So I guess it comes from our background. If you look at our history, we did ... Well, some of those managers you mentioned. >> I wasn't going to say anything. >> That's a long way back. I'm very old. We did Micromuse years ago at a time of the client server transformation, we did RiverSoft at the time of the dot com boom, and then moved to root cause. You know, today we're in this digital transformation where single faults no longer cause issues. It's a combination of faults over here and micro-changes over there that lead to some kind of service or capacity degradation that leads to customer impact. And the problem our customers have is detecting that impact before the end users are impacted. Our perceived competitors out there, folks like Splunk and ServiceNow, no investment in IP. They're trying to take all technologies and all techniques to solve a problem that they just can't solve. What we've done is invested in unique IP for that problem. So far, 44 patents at this time. We've invested in a huge number of PhD scientists to achieve what we've done. And we've developed some specific technology, for our machine learning, AI, collaborative and social operations to really give you that economic value. >> Right, because your mission is really AI for IT ops, right? >> That's right, perfect. >> I pulled it right off the website. >> Nice. Yeah, so really what that stands for is earlier detection of actual issues. Now on that case, there's an airline that is American that I can't mention, so you can't use it on camera, who last year had a rather public outage. So they had a six hour outage where they were unable to schedule flights because the grand handling software failed. This year, they have Moogsoft. Our software detected an incident that they could action earlier, resolve before it impacted their grand handling system. They realized that if our software hadn't shown them that issue, unknown, unknown, they would have had a four and a half hour minimum outage of flights across the U.S. >> That's expensive. >> Quite expensive. Thank you. (Jeff laughs) So early detection, fewer actual issues, so you think, you've got DevOps teams. One DevOps team has an issue, normally the rest of the teams are impacted, they all spend time investigating. With our software, we show the team that's got the issues, that got the problem. We show everybody their collateral damage, don't waste time. So we improve the productivity there and then we help them remediate much earlier without customer impact, so there you are. >> So we're here at the AWS Marketplace Experience. That's a mouthful. But I'd just love to get your perspective on you said specifically you guys are targeting a lot of investment in IP. How does partnering with Amazon and the Marketplace enable you to really build the company differently than, as you said back in the old days, when you didn't have really kind of a distribution opportunity like this? >> Good question, so I guess we started the company as an on-premise product targeting very large corporations. The kinds of customers we have ... HCL the MSP space, Wipro the MSP space, people like GoDaddy, Yahoo, folks like that, and then some financial services. We started in the on-prem world, and as those customers have started their migration to hybrid, it became really clear that Amazon was focusing on that area as well. And what the AWS Marketplace has allowed us to do is massively shorten frankly our sales cycle with our customers with very large scale deals. But also help those customers adopt our software much more quickly as well. It works really well for Amazon, it works really well for our customers, and works really well for us. Earlier value, you had much bigger customer adoption much more quickly and the Marketplace benefits because we help those customers transition over to the Marketplace much more quickly as well. To take advantage of Agile. >> Right, and I don't think a lot of people give enough credit, especially for a smaller company, how hard it is to do business with a big company. Not because of anything with the technology, but just in terms of getting through, getting it, being it approved. >> Commercials. >> Just being an approved vendor, you say the commercials can be the biggest hurdle to actually closing the deal. It has nothing to do with whether the buyer wants to buy it or whether it's a great technology fit. So by using the Marketplace, you basically just taking all that difficulty right off the table. >> The Marketplace has the enterprise contract. If the customer has an enterprise contract, they could just buy our software, no EULA, no commercials with us. That's it, thank you very much. We get paid, everybody's happy. And those customers get to save money as well, but I probably shouldn't say that. (Jeff laughs) And then how's it been just working with Amazon as a partner? Some people are scared. They're like, "You know, they're so big. "And if they find something they like, they're just going to "roll up it in the big machine." So how's it been working with Amazon as a partner? >> Quite amazing actually. I don't want to get to sycophantic with Amazon here, but ... First, we were a tiny company really with 200 people. Okay, we're selling above our weight, I guess, with the customers we have. They changed the Marketplace to do deals for us. I've been amazed. So we founded the company on the principle we wanted to bring joy to our customers, meaning we wanted to be agile, customer focused very customer centric. I've never met a large corporation like Amazon who's so customer focused. So with particular customers, we've done Marketplace transactions. Very high value, very large scale. Amazon's changed the Marketplace in ours to facilitate those deals for the customers. I mean in terms of the engagements we have with the CloudWatch team and the CloudTrial and the AWS management teams, they're working with us on product changes to help those customers for us. It's really, really cool. Totally different experience. Something you don't expect from a very large corporation. >> Well, I think it's great 'cause you have alignment 'cause they really still care abut the customer first. They probably love having you as a partner, but not before they like the customer. It sounds like a good symbiotic relationship. >> It's been really good. >> All right, well, Mike, I'm going to track you down on Thursday night and get your impressions of the show. >> Super. >> Because you're going to be blown away. Thanks for taking a few minutes of your day. >> Thanks very much. Cheers. >> All right, he's Mike. I'm Jeff, you're watching theCUBE. We're at AWS Marketplace and Service Center Experience Hub at the Aria. Come on by. (upbeat music)

(upbeat music) >> This is theCUBE from Silicon ANGLE Media. I'm Paul Gillin. The cloud is all the rage these days, but as companies move to the cloud, and some of them seeking simplicity, what they find is they actually get complexity. Because they want to balance their resources, they want to hedge their bets, they don't want to get locked in, so they end up doing business with multiple cloud providers, and often with an on premise cloud as well. That creates cost complexity, and that's what Cloud Health Technologies is addressing. My guest is Tom Axbey, he's the new CEO of Cloud Health Technologies, a Boston based company, recently raised $46 million, they have software that helps companies understand their cloud costs and of course, to reduce them as well. So, Tom, just a couple weeks on the job, welcome to theCUBE. >> Right, thank you Paul, nice to be here. >> I'm sure you could tell better what Cloud Health does, than I can, so why don't you give your description. >> Actually, I mean you just did a very good set up for me. I mean Cloud Health is the de facto standard, cloud service management software. And as you quite rightly pointed out, One of the complexities now, is have a multi-cloud or hybrid cloud environment. So people aren't making a single vendor bet. That of course, increases, as you mentioned, the complexity and the costs controls, the governance, security, even more, and that's what we do. We manage all that complexity and give our customers a single pane of glass to help manage and optimize their cloud experience. >> When do customers typically come to you? Are they in a crisis, or are they coming to you earlier in the process, to avoid that crisis? >> You know, it's all over the map. It depends on their cloud maturity. So, customers, we've got, who are early customers, who were literally born in the cloud. So you think of services such as AirBnB and Pinterest, and Yelp!, you know, those services are cloud based right from the get go. What they've done is experienced tremendous growth, on global basis by offering these services, managing huge data sets, in the public cloud. But, they also had the expertise, because they were going through that right from the beginning. As soon as that scale becomes unmanageable, as it does, and that complexity becomes greater in a multi-cloud environment, they bring us in. It's just that their technical acumen was a little bit more advanced than say someone in the enterprise, who's been managing data centers and they want to migrate to the cloud. But they find that their expertise is in the data center world, and their expectations are, I want the same governance and management that I had in my data center, as I move to the cloud. So you're really embarking on the beginning of their cloud journey. Then sort of the third set of our customers are MSPs. So these are actually cloud service providers, who are basically offering their customers, and they're the trusted source for their customers, all the aggregated services that are available for them, and their experience. Mainly small-medium businesses and mid-market businesses will go through the MSPs, but they're customers for us too. >> Talk about complexity, what are some of the unique characteristics of the cloud environment that create complexity that perhaps customers don't always anticipate? >> Well the first thing is, is the pace of innovation in the cloud is at light speed. You've got these cloud vendors, Amazon, Microsoft, Google, and now you got IBM, you got Oracle, and many other ones, Alibaba, and AsiaPac, they're all increasing their service offerings at a rapid pace of innovation. Just keeping up to speed with the domain expertise is very very complex. Then, when you migrate to the cloud, you're migrating services, critical business services, and just like any other environment, computing environment, whether it's distributed computing or client server, you got to manage those complexities, so your business services and applications can run smoothly. As you know from certainly your experience, there's an inordinate amount of moving parts, and even more so in the cloud. Now, you multiply that by a multi-cloud or a cloud, or a hybrid cloud experience, and certainly, being able to aggregate that data, becomes a business critical task. >> We hear a lot about multi-cloud and customers trying to hedge their bets, is that a major force in the industry right now? Do you see companies actively trying to diversify the number of providers that they work with? >> We do, yeah, absolutely, and obviously, the larger the company, and the larger their cloud spend, the more likely they are to do that. So their not reliant on one cloud provider, and also they're experiencing different paces of innovation from the cloud providers, who are jockeying for that innovation right now. We're really focused on as well is the hybrid cloud. It could be a multi-cloud environment, but it also could be their private data center they're managing, or both. So yeah, we do see a huge trend in that. >> When customers come to you for the first time, and you do an initial analysis, what are typically some of the areas where you find the greatest inefficiencies, the greatest opportunities to save costs? >> Sure, I think it depends again on where they are in their cloud journey. They may be moving to the cloud, or thinking about it, and they want is some kind of visibility because they're so used to having tight controls, visibility, and budgets within their data center, because that environment is so mature to them, and the cloud is like the wild west to them. They're going to get these monthly bills, or they got to commit to certain workloads, or resources, without really understanding what their usage patterns are going to be. So we may come in and help with the migration, capacity planning, and certainly their forecasting abilities. The more mature they are, they want to start allocating costs, maybe by department, or by geographic regions, so they're getting more and more sophisticated in terms of their cost breakdown and their usage patterns and when those usage patterns happen. But also, as they control their costs, one of the ways they can do that is to buy future visibility, if you will, into those resources or compute power from the cloud providers. Being able to figure that out from a histotical and perspective billing standpoint, can be incredibly valuable to the customers. >> So what kinds of data do you provide for them? >> Well we provide essentially a window of aggregated roll-up of any particular service that they could have. So it could be their financial data in terms of their usage information, which resources or compute loads are working, also as they've deployed stovepipe data vendors for performance management or configuration management, security management, all of that comes into play as well, so we can roll up that aggregated data source. So they got a single pane of glass into sort of their entire environment. That could be at the VP level, who's running a multi-cloud environment, it could be at the financial level, where they're looking for cost controls, or could be the DevOps level where they're looking for anomalies or performance issues, or bottlenecks, or capacity planning, so at every level, we're trying to provide visibility into sort of the function and task that our customers have. >> Of course cloud vendors aren't interested in having their customers be multi-cloud, they want them to be single cloud, how cooperative do you find the vendors are in working with you to enable your customers to hedge their bets? >> I mean I think that they're very helpful, I mean number one, we've got deep relationships with all the cloud providers because we've been doing this a long time. Also, what we're doing is, we're hastening and accelerating our customers movement to the cloud by offering them the same visibility and governance and tools that they had in their data, or private data center world. So they actually embrace it, and they know it's going to be a multi-cloud environment, especially for the larger customers, and so, absolutely, we're helping that. >> Are customers beginning to look to broker their experiences, their costs, to move workloads sort of flexibly between different cloud providers, based, perhaps on even short term savings? >> They can do, yeah, absolutely. But again, short term savings are a trade off between long term savings, in terms of how much capacity you're buying, how much visibility you've got into your usage patterns as well. Certainly, that's the world that we're getting into these days, I mean, Amazon does per second billing now. When you think about all that data, it's absolutely, the complexity of it is absolutely mind boggling. >> The cloud world as Forester pointed out in a recent report, is consolidating into basically three big players, and then sort of everybody else. Do you think that's a good trend as far as customers are concerned? >> I think we've seen it over and over again, you see the dominant providers come forth and start taking over a marketplace, but there's always going to be room for other vendors. Now IBM and Oracle certainly are not just going to lay down. People like VMware are getting into the cloud business as well. They're the dominate ones right now, absolutely. I think what's good for the business is the trend itself of people moving all these workloads to the cloud and having more control over it, so that it'd actually be transparent as to who the cloud provider is. >> You certainly had the opportunity to take executive positions in a number of companies, what was it about this opportunity that appealed to you? >> Well, that's a very good question, I'd been at Rave for quite some time, especially in the high tech world, and we had a very successful run there, and we were acquired by a private equity firm. I was looking around and perhaps making a move, and I'd been fascinated by the cloud, and what it was doing, and how transformative it was to business. It was very akin to experiences I've had in my career, selling infrastructure software. I was at IBM, Tivoli for example, I was at MicroMUSE, and they were basically undergoing exactly the same transformation, in client server and distributed computing days. I was also aware of the investors and a couple of board members of Cloud Health, and I recall their very first investment, and it was explained to me by one their investors, this is Tivoli for the cloud. And of course, that resonated with me. I thought, that's brilliant, that's so simple, 'cause you've got exactly the same complexities, and then I tracked the company, had the opportunity to meet the founders, and I saw how they had executed against their vision, I saw the caliber of the team there. So, when an opportunity came up because the CEO and co-founder Dan Phillips was moving into the Chairman role, as my partner now, I jumped at it. >> You say Tivoli for the cloud, is an interesting analogy, of course the difference with Tivoli and cloud, is that Tivoli is on premise. You control the infrastructure, you have access to all the interfaces you need, not necessarily the case with the cloud. What are some of the difficulties that you encounter with getting customers the information that they need from their cloud providers? >> Well certainly the cloud, like I said, the pace of innovation is huge. So you've really got to be up to speed with the latest offerings, and if you look at all those APIs and how they could be changing, new services that they could be coming out with, literally on week by week basis, you've got to keep track of all of those. Then you've got to have a flexible architecture so you can actually easily integrate with those data sources and also understand the necessary workflows to present all that data in a consumable way. So it really is a very fast pace of innovation right now, and I think that's why the analogy of Tivoli for the cloud was a good one because you are aggregating all that data, you're given critical insight into, certainly back then, their network and infrastructure, business services, so the analogy holds true, but I think you're right, the pace of innovation is much quicker. >> Now, talk about how you justify your cost, what kind of deliverables do you promise customers in exchange for what you charge them? >> Fortunately, the deliverables are born out of history. We've got incredible ROIs. As you know, the monthly spend as it increases, as people's cloud experience grows, those costs can spiral quickly. I think that when people talk about the cost, we always talk about the value. What value are you looking for? How are you going to optimize your environment? So the savings we can save just on their billing or utilization, and then there's the governance, and then people want to do departmental charge backs or geo charge backs, and we can help them with that cost allocation. So we tend to talk about value more than cost. >> Where do customers leave money on the table though? Where do you find some of the greatest disconnects between what they could be spending and what they really are spending? >> It all comes down to consumption. If you, just like if you're deciding which mobile phone bill you want to get based on what your projected consumption is going to be, you know, they want to lock you into the biggest one, they're going to show you lots of different values for signing you up for a three year contract. It's the same for a cloud provider. The more you're willing to prepare, the more you can lock in your costs, and of course, as you do that, the risk is, you don't fulfill all of those costs and realize those savings. On the other hand, you maybe growing so exponentially quickly, that you're actually paying more than you would be, than if you just basically consumed a different pricing model. >> In general though, do you find that customers, if they manage their cloud costs wisely, do they, in the final analysis, save money by moving to the cloud versus an on premises architecture? >> Without a doubt. The time to deploy services is so quick. The time to integrate different facets of your business services is so quick. When you think about unlimited throughput, and speed, and storage, on a global basis for your services, it's unprecedented. >> Does your service cover software as a service as well? We do, I mean, we're a SAS company ourselves. So, as you know, many SAS companies are now providing services into the cloud. We could be collecting data from those services too. >> What's the future hold then for Cloud Health? Where do you want to take this company? >> I think that in beginning, I said we're the de facto standard for cloud service management. It's hard to claim you're really the de facto standard. Especially when we're a private company. I think what we want to do is continue to provide value, continue to innovate, continue to have that domain expertise, and when you look across the whole governance spectrum, about all these different systems, all these cloud providers, all these different data sources, it's absolutely immense. I think that always having that single pane of glass so that people can really get the visibility they need to optimize their services, we're going to be a very large company just doing that. >> I understand you have some ambitious growth plans this year in terms of the number of employees and also moving your headquarters. >> We do, I mean, I've only been on board for what, two and a half weeks, and there's already been 10 people hired since I've been there, so that's the pace of hiring right now. I think we'll end the year at about 240 employees, so probably hired about 80 employees, and then we are moving early next year, we're moving Fort Point to Downtown Crossing. So we got to accommodate them all. >> For those of you who are not familiar with Boston, Downtown Crossing is the center of town, and Four Point is the hot new area where GE is building it's new headquarters. In terms of how your business category develops, do you see this as a continuing to be a major independent category, type of services you provide, or do you think cloud vendors will ultimately acquire companies like yours and offer these services on their own? >> I think both is going to happen. I think cloud vendors will acquire companies who do stovepipe, perhaps functionality, for a certain area, but no cloud vendor's going to be able to offer the cross multi-cloud or hybrid cloud experience that we do. I think you're going to see both, but absolutely, the ability to manage multi and hybrid cloud environments is the key. >> It's something I always ask our Boston based guests, what are the advantages of being based in Boston? >> Well the advantage is absolutely huge, especially in this day and age. Boston has got an immense talent pool coming out every single year from universities, and that talent pool now wants to stay in Boston as opposed to move to other places. Because the city has gone through rejuvenation, it's a vibrant city, it's an invested in city, you mentioned GE, there's other companies moving here, it's a great time to be here, you've got many success points in the high tech arena such as HubSpot and Wayfair, and LogMeIn, publicly traded companies offering great opportunities, so I think the pace of innovation here is happening at a tremendous clip, so Boston's a great place to be. >> Glad to hear it, welcome to town. Congratulations on your growth, and much success to you. >> Tom: Great, well thank you very much for having me. >> Cloud complexity, simplified. I'm Pual Gillin, this is theCUBE. (upbeat music)