>>live from Seattle, Washington. It's the key nude covering smartsheet engaged 2019. Brought to you by Smartsheet. >>Hello, everyone. We are wrapping up one day of coverage at Smartsheet. Engage here in Seattle. I'm Rebecca Knight. Been coasting all day with Jeff Rick. It's been a pleasure sitting next to you together, and it has just been so much fun. It's a great show. >>And you've never been to Seattle before >>my time in the city? Exactly. So you've >>covered this space, Rebecca, in your in your non key black for a very long time. So first off, you know, kind of general impressions of new way to work. We hear about it every show we got to talk about new way to work. So, you know, kind of your global perspective a little bit and then, you know, kind of some takeaways from some of the conversations today. >>Well, we know that the situation is pretty bleak right now that there are the statistics are horrible just in terms of the number of employees that are really checked out, totally disengaged, would would love to quit, but they need the health insurance. And so we're already sort of starting from from a pretty low place, where in terms of people's engagement at work, and I think a lot of the things that that drive people nuts about their work. Uh, of course, is a bad boss and not a great parking spot and everything, but it's it's it's it's the little things that get in your way of doing your job. And it's it's the things that just drive you nuts about some sort of process that takes forever. And, oh, I have to keep doing this. And I just already sent you that email and how come you're looking at this other version? And it's all those impediments that really drive people crazy and that makes people stressed out and and unhappy in their jobs. So I do think that if you are a company like Smartsheet and you have you realized this and you can slowly chip away at those impediments and the aggregate aggravate aggravations that people feel, I think that's not a bad business model. I think I think they're on to something here. Don't worry, though >>sometimes is just is just additive, right? It's just another thing we talked. It's one of the interviews. And when I'm at work, I have three big monitors, each one split into two screens. I've got mail open calendar, open sales force open, slack open asana open YouTube. Twitter. Um, it's probably a couple. And then if I have to, like, look something up and and you know there's this kind of constant confusion is what it what is the screen that's open when you work? And it used to just be e mail, which is not a good solution at all. So I think if if you know, they can become the place that people do, their work right, and we talked about all the integrations like it's that integrate with slack. So maybe you know, the people that work primarily and slacker primarily there, and maybe the people in some other department are primarily on spark cheat, and somebody else is primarily on another tool. But it just seems still like keep adding, tourists were not necessarily taking a lot of them away. >>Well, that will be the job for Anna Griffin, who is the first ever cmo this company. You just started in April, and she's got her work cut out for her because you're right. There are a lot of screens. That's that does not describe my work day. But I know it describes a lot of people's work day, Um, and that that that will be. What she needs to figure out is how to be your number one You're going to the one that you rely on to get your job done. >>The part that I took away from her interview is really She talked a lot about engagement, and you just talked about engagement, an empowerment, you know, not only not only getting the obstacles out of the way, but making me feel like what I do matters, matters to me, matters to my boss, matters to my clients and matters. And then I think that does finally drive to innovation, which is the Holy Grail that everyone talks about. But it's really not that easy to execute. >>Everyone wants more innovative, of course, >>and then the last thing which she talked about, why part of the reason why she came here? His leadership. But I think the way we really can't have this conversation around engagement without talking about leadership, because it's such a critical piece to the puzzle for everyone to rally around, you know, a mission. So this is the execution details. But you also need some type of a mission that you can feel good about, as well as feeling that you can contribute to. >>Absolutely. And I think that what you were just talking about with the ownership piece and so these air these employees, as we said, they're removing the impediments to their job. But then they're also able to then focus on higher level tasks, assignments, thinking, strategy. They're able to use their brains for what they were hired for, not thinking about certain tasks and other files that are old versions. And so if they if they could do those things and then, as you said, feel like they matter, feel like that work, they matters to their boss. However, you are right in that if you got a bad boss, all bets are off. If it works, still gonna stink and you're there. There's nothing you can do about it. >>The other piece that came up, which I was interesting, is really about prioritization. What and what do you optimizing for? And my favorite part of Clayton Christian since Innovator's dilemma, is the conversation about that you must prioritize. You cannot engineer for everything equally, and you have to force up. That pressurization, I think, is interesting here about Smart Cheat is for all the talk about digital transformation. Most people talk about the products, and service is that they sell. They talk about the engagement with their customers. They don't talk about transforming the life of their employees and the way their employees get stepped on and the way the employees actually engage with the company through the applications. And I thought that was a really interesting and insightful take, especially in the day where everything is a service. And again your people walk out the door every night and you hope they come back the next day. So I think, you know, spinning the digital transformation story into more of an employee enable men and engagement story is pretty powerful. >>You I could not agree more because because that that is the critical piece. If you have a bunch of people coming to work every day who hate their jobs, they're not gonna be giving your customers the experience that you want their customers tohave. So it really does start with Happy workers, right? Andi, I think that I think smart. She really gets that. So that's that's what I am struck by today. >>Yeah, it's just those other ones that we're going to bring along. And Dion may have made a good point and said, You know, some people don't want to be engaged work. Some people don't want >>you >>next level things like that they like their roads in the routine gives him comfort. They come to work, they do the road in the routine and they go home. So it's gonna be interesting. Time for those peoples can reach it in time for people to not necessarily have expertise in a broad range of categories formerly siloed categories like product marketing, product management, finance sales, biz, Dev production. But you least have tohave in a kind of an inch. De Milo gave those teams. So you put together a SWAT team, if you will, to accomplish the task. And that's what I'm curious to see. Some of the 4 51 research that how how he was pointing to kind of a restructuring of the silos of teams and organizations within it within a company that We don't hear much about how that's going to restructure on kind of a dev ops, fast assembly, fast, complete kind of assemble and disassemble around projects, which is what Dev Ops says. We'll see you know how that how that impacts organizational structure. >>And I think that could be very cool and very different, particularly with different. I mean, we know that diverse groups make better decisions than lone geniuses. And so if we have a bunch of people who have different perspectives, different levels of expertise and even if it's not expertise, it's just sort of a general knowledge about a lot of different things, right. We know that if we can get those people working together on a task, it's got a lot of potential. So I think I think you're right, right. >>Last thing is that I think really interesting. Here is the is the acknowledgment of team beyond even the company walls. So you've got your core team, you know, cross departmental collaboration, and then was a mere it over and over here here today, collaboration outside the walls to external teams. And it was Mark talking about putting on these big events mean there's so many external stakeholders in place holders and vendors involved in this humongous dance that becomes our enjoyment of the Final Four event. I think that's really insightful. Kind of take that. You have to have the ability to engage, collaborate with a large group or an extended group for any particular project. And And that really changes the way you think about what the application is high share information >>and that they all have to feel ownership in the process to yes, very >>important. All right, Rebecca. Well, >>this was so much fun. I Jeff, I had a great time working with you, and we had a great team. We had Andrew in Jay and Brendan and Taylor Welcome Taylor to the to the show. It was great. I can't wait to come back and do it again. >>It will be big next time. All right, >>Thanks. That is wrapping up our coverage of engaged 2019. I'm Rebecca Knight for Jeff. Rick. Thanks a lot for watching

>> Live from Las Vegas, it's theCUBE, covering AWS re:Invent 2018. Brought to you by Amazon Web Services, Intel and their ecosystem partners. >> Welcome back. Here live on theCUBE, which we continue our day one coverage of AWS re:Invent, along Lauren Cooney. I'm John Walls and 40,000 of our best friends. >> Closest friends. >> That's right. It's a great venue. The Sands is. We're joined now by Tyson Clark. He's the technical director of Air Bud Entertainment. Tyson, thanks for joining us here on theCUBE. >> Thank you for having me. >> First off, let's talk about Air Bud. I mean so, you guys made Air Bud, right? >> We did. >> And you have other projects going as well? >> Yep. Right now we're working on a TV series for Disney. It's going to be about 22 episodes teaching how puppies become puppies while their owners are at school. >> How puppies become puppies? >> How puppies become puppies! >> Coming to a theater, maybe a TV channel near you? >> Disney Streaming. >> Disney Streaming? Good enough, fair enough. >> Aw, very cool. >> Alright tell us about technical director. So, you're the IT guy. >> I am the IT guy. >> You're handling a multitude of problems from a lot of different stakeholders. Tell us about it. >> So I do everything from password reset and the easy stuff all the way up to the most complicated, setting up our whole network, rendered farms, et cetera. >> So you're doing full stack IT? >> I'm doing absolutely everything. Full stack, everything. >> That's pretty impressive. >> A rare breed. >> It is. It's definitely a hand full. >> What do you work on that I would say, we've been talking to folks, like Cohesity and things along those lines. Do you use Cohesity? What are some of the things that you do with them? >> I definitely use Cohesity for our backups. They are a lifesaver. Tape backup just wasn't cutting it for us. We were generating way too much data to be able back it up to tape. Cohesity has allowed us to backup to that and pass it off to the cloud for archival. >> Well, wow. >> Sp what, in terms of the entertainment company, you talk about the data that their generating. >> Yes. >> I mean what are they trying to keep track of? What are you trying to do for them in that respect that hasn't been done before? >> So what we're doing is when we film something, we don't want to get rid of those assets. They're pretty expensive to make. So, we got to hold on to them. We got to make sure they're all recorded. We pass it off to the cloud for archival and then, next movie, say we need a dog from that movie, or an object we built. We can always bring it back and then reuse it. >> From a security standpoint, because there have been some instances-- >> Some pretty bad ones, yep. >> Where's that fit on your pyramid of concern? >> That's extremely high. In the media entertainment business it's very strict on what security rules are. We're right up there. It's pretty much number one. >> Great, so what do you hear? What's interesting for you here at AWS re:Invent? >> Pardon me? >> What is interesting for you here at AWS re:Invent? What are the things that you see as exciting and that you really want to put your hands on? >> Well, what I'm really interested in right is being able to burst in the cloud. So I'm trying to find a solution that will let me scale out my render farm on demand, instantly, pretty much. So, going up to, who knows how many cores. Just to get that render through so we can get our shots done in time. >> Great, anyone that you're looking at here? >> Not yet. Still trying to look around and find someone. >> Very cool. >> A lot of good contenders. >> So what is it in terms of how your job has evolved? If you had to cite, these are probably two or three of maybe the larger concerns that we've had that are being addressed now and fast forward that to next step, next iteration about what kind of, if there's anything that keeps you up at night, what that is? >> Well, what keeps me up at night right now is switching to 4K. A lot of people think you just flip the switch, it's easy, but that means we have four times the amount of data. It takes twice as long to render. It takes four times longer to move things around. It just, it's insane. >> So you're really excited about 5G? >> 5G will help, but right now we're looking at quadrupling pretty much all our storage. It's going to be a very exciting time and a very scary time for us. >> Who are you stakeholders, internally, and how do you handle them? Because I assume that its a dispersate group. You've got a lot of different people with a lot of different priorities, and because you're wearing that IT hat, you're the guy. You're the department that everybody's coming to for answers. >> The biggest person I deal with, personally is the CFO. The other one is the CEO, and they're both worried because I'm telling them I need to buy $5 million worth of infrastructure. The only way I can justify that is showing them. Hey look, it's working better than it was ever before. It's a better product every day. >> Yeah and we're seeing that more and more across the board with IT really having to be the partner of the CFO to actually get the budget to do what you want to do. I think that's pretty consistent for organizations that want to move forward. >> And the budgets are just getting bigger and bigger unfortunately. >> Do you find that rationalizing becomes, is a more critical factor now? >> Absolutely. Before you could get away with a lot smaller, like 10 terabytes was great. Now we're looking at petabytes. It's definitely, rationalizing is needed a lot more now. >> Is there anybody beyond the CFO? I would assume. You're got a lot of people knocking, or CFO, a lot of people knocking on your door. Hey Tyson. I need this, I need this. >> The CFO and the CEO are two best friends, and they're both the top dogs. They're the ones kind of running the whole show there. I'm pretty lucky in that aspect. >> What are you going to do to help solve their problems? Say in the coming year, if you had to say, okay this is going to be a bottleneck. This is going to be a problem. This is how I'm going to address it. What would that be for you in 2019? >> The biggest bottleneck, like I said, is just going to be data. We've got to get four time more or our Isilon. We've got to get four time more of our Qumulo. We've also have to get four times more of our Cohesity, and that's the main part. If we don't have that cohesity, we're done. >> Well I can solve a problem for you for next year. If you're looking for another dog, Lauren's got this gorgeous mix of dane lab. About 120 pounder. >> His name is Milo. He'd be perfect for a film. >> Milo, all right. >> Perfect. >> Just let us know if you need help next year. >> Absolutely. As long as that dog loves treats. >> I'm sure that's not a problem. Tyson, thanks for being with us. >> Thank you so much. >> Thank you so much. >> We'll continue our coverage here, live on theCUBE. We're at AWS re:Invent in Las Vegas. (upbeat music)

>> Live from Las Vegas, it's theCUBE, covering AWS re:Invent 2018. Brought to you by Amazon Web Services, Intel and their ecosystem partners. >> Welcome back. Here live on theCUBE, which we continue our day one coverage of AWS re:Invent, along Lauren Cooney. I'm John Walls and 40,000 of our best friends. >> Closest friends. >> That's right. It's a great venue. The Sands is. We're joined now by Tyson Clark. He's the technical director of Air Bud Entertainment. Tyson, thanks for joining us here on theCUBE. >> Thank you for having me. >> First off, let's talk about Air Bud. I mean so, you guys made Air Bud, right? >> We did. >> And you have other projects going as well? >> Yep. Right now we're working on a TV series for Disney. It's going to be about 22 episodes teaching how puppies become puppies while their owners are at school. >> How puppies become puppies? >> How puppies become puppies! >> Coming to a theater, maybe a TV channel near you? >> Disney Streaming. >> Disney Streaming? Good enough, fair enough. >> Aw, very cool. >> Alright tell us about technical director. So, you're the IT guy. >> I am the IT guy. >> You're handling a multitude of problems from a lot of different stakeholders. Tell us about it. >> So I do everything from password reset and the easy stuff all the way up to the most complicated, setting up our whole network, rendered farms, et cetera. >> So you're doing full stack IT? >> I'm doing absolutely everything. Full stack, everything. >> That's pretty impressive. >> A rare breed. >> It is. It's definitely a hand full. >> What do you work on that I would say, we've been talking to folks, like Cohesity and things along those lines. Do you use Cohesity? What are some of the things that you do with them? >> I definitely use Cohesity for our backups. They are a lifesaver. Tape backup just wasn't cutting it for us. We were generating way too much data to be able back it up to tape. Cohesity has allowed us to backup to that and pass it off to the cloud for archival. >> Well, wow. >> Sp what, in terms of the entertainment company, you talk about the data that their generating. >> Yes. >> I mean what are they trying to keep track of? What are you trying to do for them in that respect that hasn't been done before? >> So what we're doing is when we film something, we don't want to get rid of those assets. They're pretty expensive to make. So, we got to hold on to them. We got to make sure they're all recorded. We pass it off to the cloud for archival and then, next movie, say we need a dog from that movie, or an object we built. We can always bring it back and then reuse it. >> From a security standpoint, because there have been some instances-- >> Some pretty bad ones, yep. >> Where's that fit on your pyramid of concern? >> That's extremely high. In the media entertainment business it's very strict on what security rules are. We're right up there. It's pretty much number one. >> Great, so what do you hear? What's interesting for you here at AWS re:Invent? >> Pardon me? >> What is interesting for you here at AWS re:Invent? What are the things that you see as exciting and that you really want to put your hands on? >> Well, what I'm really interested in right is being able to burst in the cloud. So I'm trying to find a solution that will let me scale out my render farm on demand, instantly, pretty much. So, going up to, who knows how many cores. Just to get that render through so we can get our shots done in time. >> Great, anyone that you're looking at here? >> Not yet. Still trying to look around and find someone. >> Very cool. >> A lot of good contenders. >> So what is it in terms of how your job has evolved? If you had to cite, these are probably two or three of maybe the larger concerns that we've had that are being addressed now and fast forward that to next step, next iteration about what kind of, if there's anything that keeps you up at night, what that is? >> Well, what keeps me up at night right now is switching to 4K. A lot of people think you just flip the switch, it's easy, but that means we have four times the amount of data. It takes twice as long to render. It takes four times longer to move things around. It just, it's insane. >> So you're really excited about 5G? >> 5G will help, but right now we're looking at quadrupling pretty much all our storage. It's going to be a very exciting time and a very scary time for us. >> Who are you stakeholders, internally, and how do you handle them? Because I assume that its a dispersate group. You've got a lot of different people with a lot of different priorities, and because you're wearing that IT hat, you're the guy. You're the department that everybody's coming to for answers. >> The biggest person I deal with, personally is the CFO. The other one is the CEO, and they're both worried because I'm telling them I need to buy $5 million worth of infrastructure. The only way I can justify that is showing them. Hey look, it's working better than it was ever before. It's a better product every day. >> Yeah and we're seeing that more and more across the board with IT really having to be the partner of the CFO to actually get the budget to do what you want to do. I think that's pretty consistent for organizations that want to move forward. >> And the budgets are just getting bigger and bigger unfortunately. >> Do you find that rationalizing becomes, is a more critical factor now? >> Absolutely. Before you could get away with a lot smaller, like 10 terabytes was great. Now we're looking at petabytes. It's definitely, rationalizing is needed a lot more now. >> Is there anybody beyond the CFO? I would assume. You're got a lot of people knocking, or CFO, a lot of people knocking on your door. Hey Tyson. I need this, I need this. >> The CFO and the CEO are two best friends, and they're both the top dogs. They're the ones kind of running the whole show there. I'm pretty lucky in that aspect. >> What are you going to do to help solve their problems? Say in the coming year, if you had to say, okay this is going to be a bottleneck. This is going to be a problem. This is how I'm going to address it. What would that be for you in 2019? >> The biggest bottleneck, like I said, is just going to be data. We've got to get four time more or our Isilon. We've got to get four time more of our Qumulo. We've also have to get four times more of our Cohesity, and that's the main part. If we don't have that cohesity, we're done. >> Well I can solve a problem for you for next year. If you're looking for another dog, Lauren's got this gorgeous mix of dane lab. About 120 pounder. >> His name is Milo. He'd be perfect for a film. >> Milo, all right. >> Perfect. >> Just let us know if you need help next year. >> Absolutely. As long as that dog loves treats. >> I'm sure that's not a problem. Tyson, thanks for being with us. >> Thank you so much. >> Thank you so much. >> We'll continue our coverage here, live on theCUBE. We're at AWS re:Invent in Las Vegas. (upbeat music)