>>Okay we're here on the cube covering H. P. E. Accelerating next and with me is Rule Sister Mons, who was the head of it at the Netherlands Cancer Institute also known as NK I welcome rule. >>Thank you very much. Great to be here. >>Hey what can you tell us about the Netherlands Cancer Institute? Maybe you could talk about your core principles and and and also if you could weave in your specific areas of expertise. >>Yeah maybe first introduction to the National Cancer Institute. We are one of the top 10 comprehensive cancers in the world. And what we do is we combine a hospital for treating patients with cancer and research institute under one roof. So the discoveries we do we find within the research. We can easily bring them back to the clinic and and visa versa. So um we have about 750 researchers and about 3000 other employees, doctors, nurses and and my role is to facilitate them at their best with I. T. >>Got it. So I mean everybody talks about digital digital transformation to us that it all comes down to data. So curious how you collect and take advantage of medical data specifically to support NK eyes goals. Maybe some of the challenges that your organization faces with the amount of data, the speed of data coming in. Just the the complexities of data. How do you handle that? >>Yeah it's it's it's a challenge and uh what we we have we have a really a large amount of data so we produce uh terabytes today and we have stored now one petabyte of data at this moment. And it's uh the challenge is to reuse the data optimal for research and to share it with other institutions. So that needs to have a flexible infrastructure for that. So a fast really fast network big data storage environment. But the real challenge is not so much the I. T. But is more the quality of the data. So we have a lot of medical systems all producing those data and how do we combine them and you get the data fair. So findable accessible, interoperable and reusable for research purposes. So I think that's the main shell is the quality of the data. >>Very common themes that we hear from from other customers. I wonder if you could paint a picture of your environment and maybe you can share where HP solutions fit in what what value they bring to your organization's mission. >>Yeah I think it it brings a lot of flexibility. So what we did with HP. Es. That we we developed a software defined data center and then a virtual workplace for our researchers and doctors and that that's based on the HB infrastructure. And what we wanted to build is something that I expect the needs of doctors and nurses, but also the researchers and to kind of different blood groups, blood groups and with different needs. So, uh but we wanted to create one infrastructure because we wanted to make the connection between the hospital and research that's that's more important. So uh HPD helped helped us not only with the infrastructure itself, but also designing and the whole architecture of it. And for example, what we did is we bought a lot of hardware and and and the hardware is really doing his job between 9 to 5 Dennis, everything is working within, everyone is working with an institution, but all the other time in the evening and and nine hours and also the redundant environment we have for for our health care that doesn't do nothing of uh much more less uh in those uh dark hours. So, but we we created together with A V N H B and B M R, is that we we we call it Fidel today, compute by night. So we re use those uh those servers and those Gpu capacity for computational research jobs within the research. >>That's how you mentioned flexibility for this genius. And and so we're talking, you said a lot of hardware probably reliant, I think synergy Aruba networking is in there. How are you using this environment? Actually, the question really is when you think about NK eyes digital transformation, I mean, is this sort of the fundamental platform that you're using? Is it a maybe you could describe that? >>Yeah, it's the fundamental platform to work on. And what we see is that we have we have now everything in place for it. But the real challenge is, is the next steps we are in. So we have a software defined data center, we are cloud ready. So the next step is to make the connection to the cloud to give more automation to our researchers. So they don't have to wait a couple of weeks for I. T. To do it but they can do it themselves with a couple of clicks. So I think the basic is is we are really flexible and we have a lot of opportunities for automation for example. But the next step is to create that the business value really for for our employees. >>That's a great story and a very important mission. Really fascinating stuff. Thanks for sharing this with our audience today. Really appreciate your time. >>Thank you very much. >>Okay, this is Day Volonte with the cube stay right there for more great content. You're watching accelerating next from HP.

welcome back to vmworld live 2010 live at the cube in san francisco california Moscone Center at vmworld 2010 please welcome this morning's press conference with VM ware compelling technologies and their customers Heineken from the Netherlands speaking today our Todd is Todd Nielsen's chief operating officer of VMware Phil sore and CEO of Compellent technologies and from Heineken the Netherlands microbrews virtualization team lead lucien de konak project manager and now please welcome Todd Nielsen the chief operating officer of VMware it's a it's great to be here we'd like to welcome you to the Compellent vmware operands and i want to say a couple words about compelling technologies in our partnership with them as vmware they've been a great storage partner of ours have a number of customers together a number and we really like work with them to drive value to our overall customer the solution said the that we did announced yesterday at vmware at vm for every dollar of license revenue that vmware cells we are partners or our ecosystem is able to add on or to drag with that fifteen dollars of ecosystem revenue and the compellent folks are a great example of a partnership with vmware where our solutions work well together and we do some exciting things we're going to hear from for the president and CEO of compellent and one of their customers but before we do one of my favorites twist of this press conference is a differentiation of compellent is the fluid data architecture and I think it's somewhat ironic after last night's beer crawls at vmworld 2010 that Heineken happens to be the customer on stage so I'm sure there's a story there and I would like to introduce Phil Soren the president and CEO of compellent to tell us about the company and about the Heineken beer crawls great Todd thanks a lot we're just thrilled to be up here on stage with you being participated in the fantastic show you have in operation here at moscone in San Francisco and we're thrilled to have a joint announcement our customer heineken here and to have them for from the Netherlands to share the excitement with us but let me tell you a little about Compellent we're a data storage company with the fluid data architecture we've been really the innovator if you look at primary storage innovation over the last decade things like thin provisioning sub lund automated tiered storage tiering disk platters flexible volumes portable volumes then provision you look at all those types of innovations over the last decade that storages come out and compellent has been the leader in that whole space and I think we'd be able to get ahead of some of the incumbent vendors with our innovation and we're in really fast growing we grew about thirty eight percent year-over-year last year we're the one of the fastest growing sandbenders in the world and we're hoping to keep that growing about 2,100 customers in 34 countries Heineken being a good example in the Netherlands of those customers there they're running their mission-critical enterprise applications on us for their worldwide operations and I would say of the 2100 about 2090 of them are also running some form of VMware so this partnership with vmware is very very important to us and we're real excited about it talk a little bit about our patented technology we call it the fluid data architecture and we thought no better customer to do a joint press conference with on our fluid data architecture than Heineken so the ultimate fluid data architecture is the combination of heineken and compellent and our system is so easy to use that you can actually enjoy a Heineken while you're about storage administrator so we like that they're so Heineken Nell lenders are our customer we have microbrews in Lushan nakonec and we're real excited to hear about their story they're part of a global enterprise of customers we talked about we have customers in all industries verticals geographic areas we're announcing actually this week we're announcing our expansion of our Australian operations where we have dozens of customers already but we're now seeing the expanse of our Australian operations and now let's take it back to the Netherlands and let's hear a real customer story about how vmware Compellent can really cut the the total cost of ownership in a data center by more than fifty percent with the combination of our two efforts and also improve the operational efficiency of those data centers and let's hear Mike and Lucien to tell us a little bit about it okay thank you very much feel I guess I don't have to introduce any cancer company itself because we all know with the core business or for companies brewing beer not only the beer we grade to brew great beers and great brands and that makes us the number one brewer in Europe and the number three in volume in the complete worldwide we have over 200 regional and local beers and ciders in total and when we look at our breweries we have almost in every country we have a brewery or its Hank is deliverable when we look at the International Anakin international we're very large company almost in every country as I just said before and we have 130 140 breweries in more than 70 countries which is good for a group beer volume of 200 million hectoliters of beer a year as includes insiders when we look at the the Netherlands we have only three breweries that's where it all started we have 18 million hectoliters of total supply but we're not drinking at all ourselves the domestic market is only about five million hectoliters and the rest of the volume is going to USA so as all export for us and that's where all your beers coming from and I strategies that we've introduced a Heineken Light several years ago is especially made for the USA market because we don't drink it okay when we take a look at the virtualization roadmap for hanukkah we started about six years ago in 2004 VMware was the only real player in the market at the moment we introduced it when we were consolidating our data centers in our main location suit about we came from about 12 server rooms to one major data center which we used storage from HP at the moment and we used HP blades infrastructure and we decided to go for it with VMware for our DTI environments or the test and acceptance environment after several years it we grew outgrew our storage capacity and we needed to upgrade so we we change te va with a forklift upgrade some to another EPA and we also introduced a new version of vmware again we're later we thought everybody was ready to go to use protection so everyone used the dta and i was confident it should work on production also so we start with the bronze service that our servers are not mission critical for us those are great success and last year we start a new project to virtualize every gold and silver system we have that means every mission critical and priority system we use for brewing packaging and distribution just the latest news is that last weekend we migrated one of the last warehouse management systems there's also virtualized now and is running perfectly where are we going we are looking at the end of the year we're going to vsphere for of course the main thing and last year we decided to choose for another storage storage solution we chose component well this is something where elution comes in you can tell about the choice you ate and why we did it okay thank you well well tell you something about the project itself the migration and why we choose component in the first place well we really needed to look for other solutions because especially in the two main sites suta wild and divorce we had some serious problems especially the support costs because after three years you pay an enormous amount of money for support from HB also we had our capacity problems and also experienced severe performance issues in suit about us so that meant that we had to take action fast also we had we were stuck on the AEV a 5000 which didn't allow us to upgrade to a newer version of vmware and also we couldn't use windows server 2008 which was very high on us on our priority list furthermore business continuity is on a plan for early next year so we wanted to have a solution which could provide us that and also because heineken is as called a new but it's not really a project but Sequoia the hunt for cash within itn Anakin element meant that we we want to you reduce IT costs as much as possible so in another point problem was that we had a major issue with reporting from our currents and infrastructure why did you choose for component well it opera it operates with every operating system it is very very important it's one for the solution that fits really everything that's what we experience as well during the migration we could start with replication early next year that's also very important and we needed a high high performance solution but it eventually meant why we choose chose for a component that it's excellent value for money the fluid data concept we really was consecrated what we can can use and give us high flexibility and one of the major pros is that the accident reporting facilities is I've never seen a better reporting functionality inside a project such as propellant and what is also very important that we got 24 7 proactive support and that's something you will never get for free so okay well as a result we have at least certain sixty percent virtualized and actually like my except last week we went to 61 percent because we virtualize to more FM machines and the speed we are going now it it really looks that we are in 2012 we are going to for ninety percent and I think it's a really feasible the number of disks we significantly reduced which meant lowers I decided lower on the power lower on low on the rec space for example the evi 5000 cost us one and a half 19-inch rack and right now it's about 12 views so it's a real big difference the performance we see on all layers not only on the only windows servers also on ax systems we see an enormous improvement regarding performance with yet we did have to do some optimization but with the support of copilot in the in the last month we had a excellent result and we even have a much better performance that we ever had so and because yeah we are finally using solar state drives because we really needed that for a sequel a reporting server which is very business critical and indio on the old evi we reached performance for about twenty thirty five minutes for a report which needed to be ready before a certain time and now we even cut times under 20 minutes so you see how fast it really is so we are next week actually the final and virtual machine will be migrated from the OTV a two component and that will finalize our migration on both breweries and so far no disruption whatsoever so we're very pleased perfect so that's a that's our part of the presentation thank you somebody talks out of the sky now right any questions uh well the question the question was with all the savings he's gotten his data center can you lower the cost of heineken beer for everyone I knew a new kind of heineken light right yeah how we go do that let us not up to me we really want to thank you guys for sharing that story I mean it just hit all our bullets about you know the future built in performance flexibility fluid data VMware compellent working together and we're just really really excited and we appreciate you sharing your story with our viewers and our customers and our prospects out in the audience here okay thank you guys yeah okay

(upbeat music) >> Hey, everyone, welcome back to Las Vegas, "theCube" is on our fourth day of covering AWS re:Invent, live from the Venetian Expo Center. This week has been amazing. We've created a ton of content, as you know, 'cause you've been watching. But, there's been north of 55,000 people here, hundreds of thousands online. We've had amazing conversations across the AWS ecosystem. Lisa Martin, Paul Gillan. Paul, what's your, kind of, take on day four of the conference? It's still highly packed. >> Oh, there's lots of people here. (laughs) >> Yep. Unusual for the final day of a conference. I think Werner Vogels, if I'm pronouncing it right kicked things off today when he talked about asymmetry and how the world is, you know, asymmetric. We build symmetric software, because it's convenient to do so, but asymmetric software actually scales and evolves much better. And I think that that was a conversation starter for a lot of what people are talking about here today, which is how the cloud changes the way we think about building software. >> Absolutely does. >> Our next guest, Holger Mueller, that's one of his key areas of focus. And Holger, welcome, thanks for joining us on the "theCube". >> Thanks for having me. >> What did you take away from the keynote this morning? >> Well, how do you feel on the final day of the marathon, right? We're like 23, 24 miles. Hit the ball yesterday, right? >> We are going strong Holger. And, of course, >> Yeah. >> you guys, we can either talk about business transformation with cloud or the World Cup. >> Or we can do both. >> The World Cup, hands down. World Cup. (Lisa laughs) Germany's out, I'm unbiased now. They just got eliminated. >> Spain is out now. >> What will the U.S. do against Netherlands tomorrow? >> They're going to win. What's your forecast? U.S. will win? >> They're going to win 2 to 1. >> What do you say, 2:1? >> I'm optimistic, but realistic. >> 3? >> I think Netherlands. >> Netherlands will win? >> 2 to nothing. >> Okay, I'll vote for the U.S.. >> Okay, okay >> 3:1 for the U.S.. >> Be optimistic. >> Root for the U.S.. >> Okay, I like that. >> Hope for the best wherever you work. >> Tomorrow you'll see how much soccer experts we are. >> If your prediction was right. (laughs) >> (laughs) Ja, ja. Or yours was right, right, so. Cool, no, but the event, I think the event is great to have 50,000 people. Biggest event of the year again, right? Not yet the 70,000 we had in 2019. But it's great to have the energy. I've never seen the show floor going all the way down like this, right? >> I haven't either. >> I've never seen that. I think it's a record. Often vendors get the space here and they have the keynote area, and the entertainment area, >> Yeah. >> and the food area, and then there's an exposition, right? This is packed. >> It's packed. >> Maybe it'll pay off. >> You don't see the big empty booths that you often see. >> Oh no. >> Exactly, exactly. You know, the white spaces and so on. >> No. >> Right. >> Which is a good thing. >> There's lots of energy, which is great. And today's, of course, the developer day, like you said before, right now Vogels' a rockstar in the developer community, right. Revered visionary on what has been built, right? And he's becoming a little professorial is my feeling, right. He had these moments before too, when it was justifying how AWS moved off the Oracle database about the importance of data warehouses and structures and why DynamoDB is better and so on. But, he had a large part of this too, and this coming right across the keynotes, right? Adam Selipsky talking about Antarctica, right? Scott against almonds and what went wrong. He didn't tell us, by the way, which often the tech winners forget. Scott banked on technology. He had motorized sleds, which failed after three miles. So, that's not the story to tell the technology. Let everything down. Everybody went back to ponies and horses and dogs. >> Maybe goes back to these asynchronous behavior. >> Yeah. >> The way of nature. >> And, yesterday, Swami talking about the bridges, right? The root bridges, right? >> Right. >> So, how could Werner pick up with his video at the beginning. >> Yeah. >> And then talk about space and other things? So I think it's important to educate about event-based architecture, right? And we see this massive transformation. Modern software has to be event based, right? Because, that's how things work and we didn't think like this before. I see this massive transformation in my other research area in other platforms about the HR space, where payrolls are being rebuilt completely. And payroll used to be one of the three peaks of ERP, right? You would size your ERP machine before the cloud to financial close, to run the payroll, and to do an MRP manufacturing run if you're manufacturing. God forbid you run those three at the same time. Your machine wouldn't be able to do that, right? So it was like start the engine, start the boosters, we are running payroll. And now the modern payroll designs like you see from ADP or from Ceridian, they're taking every payroll relevant event. You check in time wise, right? You go overtime, you take a day of vacation and right away they trigger and run the payroll, so it's up to date for you, up to date for you, which, in this economy, is super important, because we have more gig workers, we have more contractors, we have employees who are leaving suddenly, right? The great resignation, which is happening. So, from that perspective, it's the modern way of building software. So it's great to see Werner showing that. The dirty little secrets though is that is more efficient software for the cloud platform vendor too. Takes less resources, gets less committed things, so it's a much more scalable architecture. You can move the events, you can work asynchronously much better. And the biggest showcase, right? What's the biggest transactional showcase for an eventually consistent asynchronous transactional application? I know it's a mouthful, but we at Amazon, AWS, Amazon, right? You buy something on Amazon they tell you it's going to come tomorrow. >> Yep. >> They don't know it's going to come tomorrow by that time, because it's not transactionally consistent, right? We're just making every ERP vendor, who lives in transactional work, having nightmares of course, (Lisa laughs) but for them it's like, yes we have the delivery to promise, a promise to do that, right? But they come back to you and say, "Sorry, we couldn't make it, delivery didn't work and so on. It's going to be a new date. We are out of the product.", right? So these kind of event base asynchronous things are more and more what's going to scale around the world. It's going to be efficient for everybody, it's going to be better customer experience, better employee experience, ultimately better user experience, it's going to be better for the enterprise to build, but we have to learn to build it. So big announcement was to build our environment to build better eventful applications from today. >> Talk about... This is the first re:Invent... Well, actually, I'm sorry, it's the second re:Invent under Adam Selipsky. >> Right. Adam Selipsky, yep. >> But his first year. >> Right >> We're hearing a lot of momentum. What's your takeaway with what he delivered with the direction Amazon is going, their vision? >> Ja, I think compared to the Jassy times, right, we didn't see the hockey stick slide, right? With a number of innovations and releases. That was done in 2019 too, right? So I think it's a more pedestrian pace, which, ultimately, is good for everybody, because it means that when software vendors go slower, they do less width, but more depth. >> Yeah. >> And depth is what customers need. So Amazon's building more on the depth side, which is good news. I also think, and that's not official, right, but Adam Selipsky came from Tableau, right? >> Yeah. So he is a BI analytics guy. So it's no surprise we have three data lake offerings, right? Security data lake, we have a healthcare data lake and we have a supply chain data lake, right? Where all, again, the epigonos mentioned them I was like, "Oh, my god, Amazon's coming to supply chain.", but it's actually data lakes, which is an interesting part. But, I think it's not a surprise that someone who comes heavily out of the analytics BI world, it's off ringside, if I was pitching internally to him maybe I'd do something which he's is familiar with and I think that's what we see in the major announcement of his keynote on Tuesday. >> I mean, speaking of analytics, one of the big announcements early on was Amazon is trying to bridge the gap between Aurora. >> Yep. >> And Redshift. >> Right. >> And setting up for continuous pipelines, continuous integration. >> Right. >> Seems to be a trend that is common to all database players. I mean, Oracle is doing the same thing. SAP is doing the same thing. MariaDB. Do you see the distinction between transactional and analytical databases going away? >> It's coming together, right? Certainly coming together, from that perspective, but there's a fundamental different starting point, right? And with the big idea part, right? The universal database, which does everything for you in one system, whereas the suite of specialized databases, right? Oracle is in the classic Oracle database in the universal database camp. On the other side you have Amazon, which built a database. This is one of the first few Amazon re:Invents. It's my 10th where there was no new database announced. Right? >> No. >> So it was always add another one specially- >> I think they have enough. >> It's a great approach. They have enough, right? So it's a great approach to build something quick, which Amazon is all about. It's not so great when customers want to leverage things. And, ultimately, which I think with Selipsky, AWS is waking up to the enterprise saying, "I have all this different database and what is in them matters to me." >> Yeah. >> "So how can I get this better?" So no surprise between the two most popular database, Aurora and RDS. They're bring together the data with some out of the box parts. I think it's kind of, like, silly when Swami's saying, "Hey, no ETL.". (chuckles) Right? >> Yeah. >> There shouldn't be an ETL from the same vendor, right? There should be data pipes from that perspective anyway. So it looks like, on the overall value proposition database side, AWS is moving closer to the universal database on the Oracle side, right? Because, if you lift, of course, the universal database, under the hood, you see, well, there's different database there, different part there, you do something there, you have to configure stuff, which is also the case but it's one part of it, right, so. >> With that shift, talk about the value that's going to be in it for customers regardless of industry. >> Well, the value for customers is great, because when software vendors, or platform vendors, go in depth, you get more functionality, you get more maturity you get easier ways of setting up the whole things. You get ways of maintaining things. And you, ultimately, get lower TCO to build them, which is super important for enterprise. Because, here, this is the developer cloud, right? Developers love AWS. Developers are scarce, expensive. Might not be want to work for you, right? So developer velocity getting more done with same amount of developers, getting less done, less developers getting more done, is super crucial, super important. So this is all good news for enterprise banking on AWS and then providing them more efficiency, more automation, out of the box. >> Some of your customer conversations this week, talk to us about some of the feedback. What's the common denominator amongst customers right now? >> Customers are excited. First of all, like, first event, again in person, large, right? >> Yeah. >> People can travel, people meet each other, meet in person. They have a good handle around the complexity, which used to be a huge challenge in the past, because people say, "Do I do this?" I know so many CXOs saying, "Yeah, I want to build, say, something in IoT with AWS. The first reference built it like this, the next reference built it completely different. The third one built it completely different again. So now I'm doubting if my team has the skills to build things successfully, because will they be smart enough, like your teams, because there's no repetitiveness and that repetitiveness is going to be very important for AWS to come up with some higher packaging and version numbers.", right? But customers like that message. They like that things are working better together. They're not missing the big announcement, right? One of the traditional things of AWS would be, and they made it even proud, as a system, Jassy was saying, "If we look at the IT spend and we see something which is, like, high margin for us and not served well and we announced something there, right?" So Quick Start, Workspaces, where all liaisons where AWS went after traditional IT spend and had an offering. We haven't had this in 2019, we don't have them in 2020. Last year and didn't have it now. So something is changing on the AWS side. It's a little bit too early to figure out what, but they're not chewing off as many big things as they used in the past. >> Right. >> Yep. >> Did you get the sense that... Keith Townsend, from "The CTO Advisor", was on earlier. >> Yep. >> And he said he's been to many re:Invents, as you have, and he said that he got the sense that this is Amazon's chance to do a victory lap, as he called it. That this is a way for Amazon to reinforce the leadership cloud. >> Ja. >> And really, kind of, establish that nobody can come close to them, nobody can compete with them. >> You don't think that- >> I don't think that's at all... I mean, love Keith, he's a great guy, but I don't think that's the mindset at all, right? So, I mean, Jassy was always saying, "It's still the morning of the day in the cloud.", right? They're far away from being done. They're obsessed over being right. They do more work with the analysts. We think we got something right. And I like the passion, from that perspective. So I think Amazon's far from being complacent and the area, which is the biggest bit, right, the biggest. The only thing where Amazon truly has floundered, always floundered, is the AI space, right? So, 2018, Werner Vogels was doing more technical stuff that "Oh, this is all about linear regression.", right? And Amazon didn't start to put algorithms on silicon, right? And they have a three four trail and they didn't announce anything new here, behind Google who's been doing this for much, much longer than TPU platform, so. >> But they have now. >> They're keen aware. >> Yep. >> They now have three, or they own two of their own hardware platforms for AI. >> Right. >> They support the Intel platform. They seem to be catching up in that area. >> It's very hard to catch up on hardware, right? Because, there's release cycles, right? And just the volume that, just talking about the largest models that we have right now, to do with the language models, and Google is just doing a side note of saying, "Oh, we supported 50 less or 30 less, not little spoken languages, which I've never even heard of, because they're under banked and under supported and here's the language model, right? And I think it's all about little bit the organizational DNA of a company. I'm a strong believer in that. And, you have to remember AWS comes from the retail side, right? >> Yeah. >> Their roll out of data centers follows their retail strategy. Open secret, right? But, the same thing as the scale of the AI is very very different than if you take a look over at Google where it makes sense of the internet, right? The scale right away >> Right. >> is a solution, which is a good solution for some of the DNA of AWS. Also, Microsoft Azure is good. There has no chance to even get off the ship of that at Google, right? And these leaders with Google and it's not getting smaller, right? We didn't hear anything. I mean so much focused on data. Why do they focus so much on data? Because, data is the first step for AI. If AWS was doing a victory lap, data would've been done. They would own data, right? They would have a competitor to BigQuery Omni from the Google side to get data from the different clouds. There's crickets on that topic, right? So I think they know that they're catching up on the AI side, but it's really, really hard. It's not like in software where you can't acquire someone they could acquire in video. >> Not at Core Donovan. >> Might play a game, but that's not a good idea, right? So you can't, there's no shortcuts on the hardware side. As much as I'm a software guy and love software and don't like hardware, it's always a pain, right? There's no shortcuts there and there's nothing, which I think, has a new Artanium instance, of course, certainly, but they're not catching up. The distance is the same, yep. >> One of the things is funny, one of our guests, I think it was Tuesday, it was, it was right after Adam's keynote. >> Sure. >> Said that Adam Selipsky stood up on stage and talked about data for 52 minutes. >> Yeah. Right. >> It was timed, 52 minutes. >> Right. >> Huge emphasis on that. One of the things that Adam said to John Furrier when they were able to sit down >> Yeah >> a week or so ago at an event preview, was that CIOs and CEOs are not coming to Adam to talk about technology. They want to talk about transformation. They want to talk about business transformation. >> Sure, yes, yes. >> Talk to me in our last couple of minutes about what CEOs and CIOs are coming to you saying, "Holger, help us figure this out. We have to transform the business." >> Right. So we advise, I'm going quote our friends at Gartner, once the type A company. So we'll use technology aggressively, right? So take everything in the audience with a grain of salt, followers are the laggards, and so on. So for them, it's really the cusp of doing AI, right? Getting that data together. It has to be in the cloud. We live in the air of infinite computing. The cloud makes computing infinite, both from a storage, from a compute perspective, from an AI perspective, and then define new business models and create new best practices on top of that. Because, in the past, everything was fine out on premise, right? We talked about the (indistinct) size. Now in the cloud, it's just the business model to say, "Do I want to have a little more AI? Do I want a to run a little more? Will it give me the insight in the business?". So, that's the transformation that is happening, really. So, bringing your data together, this live conversation data, but not for bringing the data together. There's often the big win for the business for the first time to see the data. AWS is banking on that. The supply chain product, as an example. So many disparate systems, bring them them together. Big win for the business. But, the win for the business, ultimately, is when you change the paradigm from the user showing up to do something, to software doing stuff for us, right? >> Right. >> We have too much in this operator paradigm. If the user doesn't show up, doesn't find the click, doesn't find where to go, nothing happens. It can't be done in the 21st century, right? Software has to look over your shoulder. >> Good point. >> Understand one for you, autonomous self-driving systems. That's what CXOs, who're future looking, will be talked to come to AWS and all the other cloud vendors. >> Got it, last question for you. We're making a sizzle reel on Instagram. >> Yeah. >> If you had, like, a phrase, like, or a 30 second pitch that would describe re:Invent 2022 in the direction the company's going. What would that elevator pitch say? >> 30 second pitch? >> Yeah. >> All right, just timing. AWS is doing well. It's providing more depth, less breadth. Making things work together. It's catching up in some areas, has some interesting offerings, like the healthcare offering, the security data lake offering, which might change some things in the industry. It's staying the course and it's going strong. >> Ah, beautifully said, Holger. Thank you so much for joining Paul and me. >> Might have been too short. I don't know. (laughs) >> About 10 seconds left over. >> It was perfect, absolutely perfect. >> Thanks for having me. >> Perfect sizzle reel. >> Appreciate it. >> We appreciate your insights, what you're seeing this week, and the direction the company is going. We can't wait to see what happens in the next year. And, yeah. >> Thanks for having me. >> And of course, we've been on so many times. We know we're going to have you back. (laughs) >> Looking forward to it, thank you. >> All right, for Holger Mueller and Paul Gillan, I'm Lisa Martin. You're watching "theCube", the leader in live enterprise and emerging tech coverage. (upbeat music)

(upbeat music) >> Good morning everybody. Welcome back to Las Vegas. This is day four of theCUBE's wall-to-wall coverage of our Super Bowl, aka AWS re:Invent 2022. I'm here with my co-host, Paul Gillin. My name is Dave Vellante. Sanjay Poonen is in the house, CEO and president of Cohesity. He's sitting in as our guest market watcher, market analyst, you know, deep expertise, new to the job at Cohesity. He was kind enough to sit in, and help us break down what's happening at re:Invent. But Paul, first thing, this morning we heard from Werner Vogels. He was basically given a masterclass on system design. It reminded me of mainframes years ago. When we used to, you know, bury through those IBM blue books and red books. You remember those Sanjay? That's how we- learned back then. >> Oh God, I remember those, Yeah. >> But it made me think, wow, now you know IBM's more of a systems design, nobody talks about IBM anymore. Everybody talks about Amazon. So you wonder, 20 years from now, you know what it's going to be. But >> Well- >> Werner's amazing. >> He pulled out a 24 year old document. >> Yup. >> That he had written early in Amazon's evolution about synchronous design or about essentially distributed architectures that turned out to be prophetic. >> His big thing was nature is asynchronous. So systems are asynchronous. Synchronous is an illusion. It's an abstraction. It's kind of interesting. But, you know- >> Yeah, I mean I've had synonyms for things. Timeless architecture. Werner's an absolute legend. I mean, when you think about folks who've had, you know, impact on technology, you think of people like Jony Ive in design. >> Dave: Yeah. >> You got to think about people like Werner in architecture and just the fact that Andy and the team have been able to keep him engaged that long... I pay attention to his keynote. Peter DeSantis has obviously been very, very influential. And then of course, you know, Adam did a good job, you know, watching from, you know, having watched since I was at the first AWS re:Invent conference, at time was President SAP and there was only a thousand people at this event, okay? Andy had me on stage. I think I was one of the first guest of any tech company in 2011. And to see now this become like, it's a mecca. It's a mother of all IT events, and watch sort of even the transition from Andy to Adam is very special. I got to catch some of Ruba's keynote. So while there's some new people in the mix here, this has become a force of nature. And the last time I was here was 2019, before Covid, watched the last two ones online. But it feels like, I don't know 'about what you guys think, it feels like it's back to 2019 levels. >> I was here in 2019. I feel like this was bigger than 2019 but some people have said that it's about the same. >> I think it was 60,000 versus 50,000. >> Yes. So close. >> It was a little bigger in 2019. But it feels like it's more active. >> And then last year, Sanjay, you weren't here but it was 25,000, which was amazing 'cause it was right in that little space between Omicron, before Omicron hit. But you know, let me ask you a question and this is really more of a question about Amazon's maturity and I know you've been following them since early days. But the way I get the question, number one question I get from people is how is Amazon AWS going to be different under Adam than it was under Andy? What do you think? >> I mean, Adam's not new because he was here before. In some senses he knows the Amazon culture from prior, when he was running sales and marketing prior. But then he took the time off and came back. I mean, this will always be, I think, somewhat Andy's baby, right? Because he was the... I, you know, sent him a text, "You should be really proud of what you accomplished", but you know, I think he also, I asked him when I saw him a few weeks ago "Are you going to come to re:Invent?" And he says, "No, I want to leave this to be Adam's show." And Adam's going to have a slightly different view. His keynotes are probably half the time. It's a little bit more vision. There was a lot more customer stories at the beginning of it. Taking you back to the inspirational pieces of it. I think you're going to see them probably pulling up the stack and not just focused in infrastructure. Many of their platform services are evolved. Many of their, even application services. I'm surprised when I talk to customers. Like Amazon Connect, their sort of call center type technologies, an app layer. It's getting a lot. I mean, I've talked to a couple of Fortune 500 companies that are moving off Ayer to Connect. I mean, it's happening and I did not know that. So it's, you know, I think as they move up the stack, the platform's gotten more... The data centric stack has gotten, and you know, in the area we're working with Cohesity, security, data protection, they're an investor in our company. So this is an important, you know, both... I think tech player and a partner for many companies like us. >> I wonder the, you know, the marketplace... there's been a big push on the marketplace by all the cloud companies last couple of years. Do you see that disrupting the way softwares, enterprise software is sold? >> Oh, for sure. I mean, you have to be a ostrich with your head in the sand to not see this wave happening. I mean, what's it? $150 billion worth of revenue. Even though the growth rates dipped a little bit the last quarter or so, it's still aggregatively between Amazon and Azure and Google, you know, 30% growth. And I think we're still in the second or third inning off a grand 1 trillion or 2 trillion of IT, shifting not all of it to the cloud, but significantly faster. So if you add up all of the big things of the on-premise world, they're, you know, they got to a certain size, their growth is stable, but stalling. These guys are growing significantly faster. And then if you add on top of them, platform companies the data companies, Snowflake, MongoDB, Databricks, you know, Datadog, and then apps companies on top of that. I think the move to the Cloud is inevitable. In SaaS companies, I don't know why you would ever implement a CRM solution on-prem. It's all gone to the Cloud. >> Oh, it is. >> That happened 15 years ago. I mean, begin within three, five years of the advent of Salesforce. And the same thing in HR. Why would you deploy a HR solution now? You've got Workday, you've got, you know, others that are so some of those apps markets are are just never coming back to an on-prem capability. >> Sanjay, I want to ask you, you built a reputation for being able to, you know, forecast accurately, hit your plan, you know, you hit your numbers, you're awesome operator. Even though you have a, you know, technology degree, which you know, that's a two-tool star, multi-tool star. But I call it the slingshot economy. This is like, I mean I've seen probably more downturns than anybody in here, you know, given... Well maybe, maybe- >> Maybe me. >> You and I both. I've never seen anything like this, where where visibility is so unpredictable. The economy is sling-shotting. It's like, oh, hurry up, go Covid, go, go go build, build, build supply, then pull back. And now going forward, now pulling back. Slootman said, you know, on the call, "Hey the guide, is the guide." He said, "we put it out there, We do our best to hit it." But you had CrowdStrike had issues you know, mid-market, ServiceNow. I saw McDermott on the other day on the, on the TV. I just want to pay, you know, buy from the guy. He's so (indistinct) >> But mixed, mixed results, Salesforce, you know, Octa now pre-announcing, hey, they're going to be, or announcing, you know, better visibility, forward guide. Elastic kind of got hit really hard. HPE and Dell actually doing really well in the enterprise. >> Yep. >> 'Course Dell getting killed in the client. But so what are you seeing out there? How, as an executive, do you deal with such poor visibility? >> I think, listen, what the last two or three years have taught us is, you know, with the supply chain crisis, with the surge that people thought you may need of, you know, spending potentially in the pandemic, you have to start off with your tech platform being 10 x better than everybody else. And differentiate, differentiate. 'Cause in a crowded market, but even in a market that's getting tougher, if you're not differentiating constantly through technology innovation, you're going to get left behind. So you named a few places, they're all technology innovators, but even if some of them are having challenges, and then I think you're constantly asking yourselves, how do you move from being a point product to a platform with more and more services where you're getting, you know, many of them moving really fast. In the case of Roe, I like him a lot. He's probably one of the most savvy operators, also that I respect. He calls these speedboats, and you know, his core platform started off with the firewall network security. But he's built now a very credible cloud security, cloud AI security business. And I think that's how you need to be thinking as a tech executive. I mean, if you got core, your core beachhead 10 x better than everybody else. And as you move to adjacencies in these new platforms, have you got now speedboats that are getting to a point where they are competitive advantage? Then as you think of the go-to-market perspective, it really depends on where you are as a company. For a company like our size, we need partners a lot more. Because if we're going to, you know, stand on the shoulders of giants like Isaac Newton said, "I see clearly because I stand on the shoulders giants." I need to really go and cultivate Amazon so they become our lead partner in cloud. And then appropriately Microsoft and Google where I need to. And security. Part of what we announced last week was, last month, yeah, last couple of weeks ago, was the data security alliance with the biggest security players. What was I trying to do with that? First time ever done in my industry was get Palo Alto, CrowdStrike, Wallace, Tenable, CyberArk, Splunk, all to build an alliance with me so I could stand on their shoulders with them helping me. If you're a bigger company, you're constantly asking yourself "how do you make sure you're getting your, like Amazon, their top hundred customers spending more with that?" So I think the the playbook evolves, and I'm watching some of these best companies through this time navigate through this. And I think leadership is going to be tested in enormously interesting ways. >> I'll say. I mean, Snowflake is really interesting because they... 67% growth, which is, I mean, that's best in class for a company that's $2 billion. And, but their guide was still, you know, pretty aggressive. You know, so it's like, do you, you know, when it when it's good times you go, "hey, we can we can guide conservatively and know we can beat it." But when you're not certain, you can't dial down too far 'cause your investors start to bail on you. It's a really tricky- >> But Dave, I think listen, at the end of the day, I mean every CEO should not be worried about the short term up and down in the stock price. You're building a long-term multi-billion dollar company. In the case of Frank, he has, I think I shot to a $10 billion, you know, analytics data warehousing data management company on the back of that platform, because he's eyeing the market that, not just Teradata occupies today, but now Oracle occupies or other databases, right? So his tam as it grows bigger, you're going to have some of these things, but that market's big. I think same with Palo Alto. I mean Datadog's another company, 75% growth. >> Yeah. >> At 20% margins, like almost rule of 95. >> Amazing. >> When they're going after, not just the observability market, they're eating up the sim market, security analytics, the APM market. So I think, you know, that's, you look at these case studies of companies who are going from point product to platforms and are steadily able to grow into new tams. You know, to me that's very inspiring. >> I get it. >> Sanjay: That's what I seek to do at our com. >> I get that it's a marathon, but you know, when you're at VMware, weren't you looking at the stock price every day just out of curiosity? I mean listen, you weren't micromanaging it. >> You do, but at the end of the day, and you certainly look at the days of earnings and so on so forth. >> Yeah. >> Because you want to create shareholder value. >> Yeah. >> I'm not saying that you should not but I think in obsession with that, you know, in a short term, >> Going to kill ya. >> Makes you, you know, sort of myopically focused on what may not be the right thing in the long term. Now in the long arc of time, if you're not creating shareholder value... Look at what happened to Steve Bomber. You needed Satya to come in to change things and he's created a lot of value. >> Dave: Yeah, big time. >> But I think in the short term, my comments were really on the quarter to quarter, but over a four a 12 quarter, if companies are growing and creating profitable growth, they're going to get the valuation they deserve. >> Dave: Yeah. >> Do you the... I want to ask you about something Arvind Krishna said in the previous IBM earnings call, that IT is deflationary and therefore it is resistant to the macroeconomic headwinds. So IT spending should actually thrive in a deflation, in a adverse economic climate. Do you think that's true? >> Not all forms of IT. I pay very close attention to surveys from, whether it's the industry analysts or the Morgan Stanleys, or Goldman Sachs. The financial analysts. And I think there's a gluc in certain sectors that will get pulled back. Traditional view is when the economies are growing people spend on the top line, front office stuff, sales, marketing. If you go and look at just the cloud 100 companies, which are the hottest private companies, and maybe with the public market companies, there's way too many companies focused on sales and marketing. Way too many. I think during a downsizing and recession, that's going to probably shrink some, because they were all built for the 2009 to 2021 era, where it was all about the top line. Okay, maybe there's now a proposition for companies who are focused on cost optimization, supply chain visibility. Security's been intangible, that I think is going to continue to an investment. So I tell, listen, if you are a tech investor or if you're an operator, pay attention to CIO priorities. And right now, in our business at Cohesity, part of the reason we've embraced things like ransomware protection, there is a big focus on security. And you know, by intelligently being a management and a security company around data, I do believe we'll continue to be extremely relevant to CIO budgets. There's a ransomware, 20 ransomware attempts every second. So things of that kind make you relevant in a bank. You have to stay relevant to a buying pattern or else you lose momentum. >> But I think what's happening now is actually IT spending's pretty good. I mean, I track this stuff pretty closely. It's just that expectations were so high and now you're seeing earnings estimates come down and so, okay, and then you, yeah, you've got the, you know the inflationary factors and your discounted cash flows but the market's actually pretty good. >> Yeah. >> You know, relative to other downturns that if this is not a... We're not actually not in a downturn. >> Yeah. >> Not yet anyway. It may be. >> There's a valuation there. >> You have to prepare. >> Not sales. >> Yeah, that's right. >> When I was on CNBC, I said "listen, it's a little bit like that story of Joseph. Seven years of feast, seven years of famine." You have to prepare for potentially your worst. And if it's not the worst, you're in good shape. So will it be a recession 2023? Maybe. You know, high interest rates, inflation, war in Russia, Ukraine, maybe things do get bad. But if you belt tightening, if you're focused in operational excellence, if it's not a recession, you're pleasantly surprised. If it is one, you're prepared for it. >> All right. I'm going to put you in the spot and ask you for predictions. Expert analysis on the World Cup. What do you think? Give us the breakdown. (group laughs) >> As my... I wish India was in the World Cup, but you can't get enough Indians at all to play soccer well enough, but we're not, >> You play cricket, though. >> I'm a US man first. I would love to see one of Brazil, or Argentina. And as a Messi person, I don't know if you'll get that, but it would be really special for Messi to lead, to end his career like Maradonna winning a World Cup. I don't know if that'll happen. I'm probably going to go one of the Latin American countries, if the US doesn't make it far enough. But first loyalty to the US team, and then after one of the Latin American countries. >> And you think one of the Latin American countries is best bet to win or? >> I don't know. It's hard to tell. They're all... What happens now at this stage >> So close, right? >> is anybody could win. >> Yeah. You just have lots of shots of gold. I'm a big soccer fan. It could, I mean, I don't know if the US is favored to win, but if they get far enough, you get to the finals, anybody could win. >> I think they get Netherlands next, right? >> That's tough. >> Really tough. >> But... The European teams are good too, but I would like to see US go far enough, and then I'd like to see Latin America with team one of Argentina, or Brazil. That's my prediction. >> I know you're a big Cricket fan. Are you able to follow Cricket the way you like? >> At god unearthly times the night because they're in Australia, right? >> Oh yeah. >> Yeah. >> I watched the T-20 World Cup, select games of it. Yeah, you know, I'm not rapidly following every single game but the World Cup games, I catch you. >> Yeah, it's good. >> It's good. I mean, I love every sport. American football, soccer. >> That's great. >> You get into basketball now, I mean, I hope the Warriors come back strong. Hey, how about the Warriors Celtics? What do we think? We do it again? >> Well- >> This year. >> I'll tell you what- >> As a Boston Celtics- >> I would love that. I actually still, I have to pay off some folks from Palo Alto office with some bets still. We are seeing unprecedented NBA performance this year. >> Yeah. >> It's amazing. You look at the stats, it's like nothing. I know it's early. Like nothing we've ever seen before. So it's exciting. >> Well, always a pleasure talking to you guys. >> Great to have you on. >> Thanks for having me. >> Thank you. Love the expert analysis. >> Sanjay Poonen. Dave Vellante. Keep it right there. re:Invent 2022, day four. We're winding up in Las Vegas. We'll be right back. You're watching theCUBE, the leader in enterprise and emerging tech coverage. (lighthearted soft music)

>>Good morning, brilliant humans. Good afternoon or good evening, depending on your time zone. My name is Savannah Peterson and I'm here live with the Cube. We are at CubeCon in Detroit, Michigan. And joining me is my beautiful co-host, Lisa, how you feeling? Afternoon of day three. >>Afternoon day three. We've had such great conversations. We have's been fantastic. The momentum has just been going like this. I love it. >>Yes. You know, sometimes we feel a little low when we're at the end of a conference. Not today. Don't feel that that way at all, which is very exciting. Just like the guests that we have up for you next. Kind of an unexpected player when we think about technology. However, since every company, one of the themes is every company is trying to be a software company. I love that we're talking to I n G. Joining us today is Ty Evers and Arno vk. Welcome to the show gentlemen. Thank >>You very much. Glad to be you. Thank you. >>Yes, it's wonderful. All the way in from Amsterdam. Probably some of the farthest flying folks here for this adventure. Starting off. I forgot what's going on with the shirts guys. You match very well. Tell, tell everyone. >>Well these are our VR code shirts. VR code is basically the player of our company to get people interested as an IT person in banking. Right? Actually, people don't think banking is a good place to work as an IT professional, but actually this, and we are using the OC went with these nice logos to get it attention. >>I love that. So let's actually, let's just talk about that for a second. Why is it such an exciting role to be working in technology at a company like I N G or traditional bank? >>I N G is a challenging environment. That's how do you make an engineer happy, basically give them a problem to solve. So we have lots and lots of problems to solve. So that makes it challenging. But yeah, also rewarding. And you can say a lot of things about banks and with looking at the IT perspective, we are doing amazing things in I and that's what we talked about. Can >>You, can you tell us any of those amazing things or are they secrets? >>Think we talked about last Tuesday at S shift commons conference. Yeah, so we had two, two presentations I presented with my coho sand on my journey over the last three years. So what has IG done? Basically building a secure container hosting platform. Yeah. How do we live a banking cot with cloud native technology and together with our coho young villa presented actually showed it by demo making life and >>Awesome >>In person. So we were not just presenting, >>It's not all smoke and mirrors. It's >>Not smoke and mirror, which we're not presenting our fufu marketing block now. We actually doing it today. And that's what we wanted to share here. >>Well, and as consumers we expect we can access our banking on any device 24 by seven. I wanna be able to do all my transactions in a way that I know is secure. Obviously security's a huge thing there, but talk about I n G Bank aren't always been around for a very long time. Talk about this financial institution as a software company. Really obviously a lot of challenges to solve, a lot of opportunity. But talk about what it's like working for a history and bank that's really now a tech company. >>Yes. It's been really changing as a bank to a tech company. Yeah. We have a lot of developers and operators and we do deliver offer. We OnPrem, we run in the public. So we have a huge engineers and people around to make our software. Yes. And I am responsible for the i Container Ocean platform and we deliver that the name space as a surface and as a real, real secure environment. So our developers, all our developers in, I can request it, but they only get a name space. Yeah, that's very important there. They >>Have >>Resources and all sort of things. Yeah. And it is, they cannot access it. They can only access it by one wifi. So, >>So Lisa and I were chatting before we brought you up here. Name space as a service. This is a newer term for us. Educate us. What does that mean? >>Basically it means we don't give a full cluster to our consumers, right? We only give them basically cpu, memory networking. That's all they need to host application. Everything else we abstract away. And especially in a banking context where compliance is a big thing, you don't need to do compliance for an entire s clusterized developer. It's really saves development time for the colleagues in the bank. It >>Decreases the complexity of projects, which is a huge theme here, especially at scale. I can imagine. I mean, my gosh, you're serving so many different people, it probably saves you time. Let's talk about regulation. What, how challenging is that for you as technologists to balance in all the regulations around banking and FinTech? It's, it's, it's, it's not like some of these kind of wild, wild west industries where we can just go out and play and prototype and do whatever we want. There's a lot of >>Rules. There's a lot of rules. And the problem is you have legislation and you have the real world. Right. And you have to find something in, they're >>Not the same thing. >>You have to find something in between with both parties on the stands and cannot adhere to. Yeah. So the challenge we had, basically we had to wide our, in our own container security standards to prove that the things we were doing were the white things to be in control as a bank because there was no market standard for container security. So basically we took some input from this. So n did a lot of good work. We basically added some things on top to be valid for a bank in Europe. So yeah, that's what we did. And the nice thing is today we take all the boxes we defined back in 2019. >>Hey, so you what it's, I guess, I guess the rules are a little bit easier when you get to help define them. Yep. Yeah. That it feels like a very good strategic call >>And they makes sense. Yeah. Right. Because the hardest problem is try to be compliant for something which doesn't make sense. Right, >>Right. Arnold, talk about, let's double click on namespace as a service. You talked about what that is, but give us a little bit of information on why I N G really believes this is the right approach for this company. >>It's protects for the security that developers doing things they don't shoot. Yeah. They cannot access their store anymore when it is running in production. And that is the most, most important. That is, it is immutable running in our platform. >>Excellent. Talk about both of you. How long have you, have you both been at I n G for a long time? >>I've been with I N G since September, 2001. So that's more than 20 years >>Now. Long time. Ana, what about you? >>Before 2000 already before. >>So both of your comment on that's a long time. Yeah. Talk about the culture of innovation that's at I N G to be able to move at such speed and be groundbreaking in what you're, how you're using technology, what, what's the appetite like at the bank to embrace new and emerging technologies? >>So we are really looking, basically the, the mantra of the bank is to help our customers get a step ahead in life and in business. And we do that by one superior customer service and secondly, sustainability at the heart. So anything which contributes to those targets, you can go to your manager and if you can make goods case why it contributes most of the cases you get some time or some budgets or even some additional colleagues to help you out and give it a try require from a culture perspective required open to trying things out before we reach production. Once you go to production. Yeah. Then we are back to being a bank and you need to take all the boxes to make really sure that we are confident with our customers data and basically we're still a bank but a lot of is possible. >>A lot. It is possible. And there's the customer on the other end who's expecting, like I said earlier, that they can access their data any time that they want, be able to do any transaction they want, making sure the content that's delivered to them is relevant, that it's secure. Obviously with, that's the biggest challenge especially is we think about how many generations are alive today and and those that aren't tech savvy. Yeah. Have challenges with that. Talk about what the bank's dedication is to ensuring from a security perspective that its customers don't have anything to worry about. >>That's always a thin line between security and the user experience. So I n g, like every other bank needs to make choices. Yes. We want the really ease of customers and take the risk that somebody abuses it or do we make it really, really secure and alienate part of our customer base. And that's an ongoing, that's a, that's a a hard, >>It's a trade off. That's >>A line. >>So it's really hard. Interesting part is in Netherlands we had some debates about banks closing down locations, but the moment we introduced our mobile weapon iPads, basically the debates became a lot quieter because a lot of elderly people couldn't work with an iPhone. It turned out they were perfectly fine with a well-designed iPad app to do their banking. Really? >>Okay. >>But that's already learning from like 15 years ago. >>What was the, what was the product roadmap on that? So how, I mean I can imagine you released a mobile app, you're not really thinking that. >>That's basically, I think that was a heavy coincidence. We just, Yeah, okay. Went out to design a very good mobile app. Yeah. And then looking out afterwards at the statistics we say, hey, who was using this way? We've got somebody who's signing on and I dunno the exact age, but it was something like somebody of 90 plus who signed on to use that mobile app. >>Wow. Wow. I mean you really are the five different generations living and working right now. Designing technology. Everybody has to go to the bank whether we are fans of our bank or we're not. Although now I'm thinking about IG as a bank in general. Y'all have a a very good attitude about it. What has kept you at the company for over 20 years? That is we, we see people move around, especially in this technology industry. Yes. Yeah. You know, every two to three years. Sometimes obviously you're in positions of leadership, they're obviously taking good care of you. But I mean multiple decades. Why have you stuck? >>Well first I didn't have the same job in I N D for two decades. Nice. So I went around the infrastructure domain. I did storage initially I did security, I did solution design and in the end I ended up in enterprise architecture. So yeah, it's not like I stuck 20 years in the same role. So every so years >>Go up the ladder but also grow your own skill sets. >>Explore. Yeah. >>So basically I think that's what's every, everybody should be thinking in these days. If you're in a cloud head industry, if you're good at it, you can out quite a nice salary. But it also means that you have some kind of obligation to society to make a difference. And I think, yeah, >>I wouldn't say that everybody feels that way. I >>Need to make a difference with I N G A difference for being more available to our consumers, be more secure to, to our consumers. I, I think that's what's driving me to stick with the company. >>What about you R Now? >>Yes, for me it's very important. Every two, three years are doing new things. I can work with the latest technology so I become really, really innovative so that it is the place to be. >>Yeah. You sort of get that rotation every two to three years with the different tools that you're using. Speaking of or here we're at Cuan, we're talking cloud native, we're talking Kubernetes. Do you think it's possible to, I'm coming back to the regulations. Do you think it's possible to get to banking grade security with cloud native Tech? >>Initially I said we would be at least as secure traditional la but last Tuesday we've proven we can get more secure than situational it. So yeah, definitely. Yes. >>Awesome. I mean, sounds like you proved it to yourself too, which is really saying something. >>Well we actually have Penta results and of course I cannot divulge those, but I about pretty good. >>Can you define, I wanna kind of double book on thanking great security, define what that is, thanking great security and how could other industries aim to Yeah, >>Hit that, that >>Standard. I want security everywhere. Especially my bank. The >>Architecture is zero privilege. So you hear a lot about lease privilege in all the security talks. That's not what you should be aiming for. Zero privilege is what you should be aiming for. And once you're at zero privileged environments, okay, who can leak data because no natural person has access to it. Even if you have somebody invading your infrastructure, there are no privileges. They cannot do privilege escalations. Yeah. So the answer for me is really clear. If you are handling customer data, if you're and customer funds aim for zero privilege architecture, >>What, what are you most excited about next? What's next for you guys? What's next for I n G? What are we gonna be talking about when we're chatting to you Right here? Atan next year or in Amsterdam actually, since we're headed that way in the spring, which is fun. Yes. >>Happy to be your host in Amsterdam. The >>Other way around. We're holding you to that. You've talked about how fun the culture is. Now you're gonna ask, she and I we need, but we need the tee-shirts. We, we obviously need a matching outfit. >>Definitely. We'll arrange some teachers for you as well. Yeah, no, for me, two highlights from this com. The first one was kcp. That can potentially be a paradigm change on how we deal with workloads on Kubernetes. So that's very interesting. I don't know if you see any implementations by next year, but it's definitely something. Looks >>Like we had them on the show as well. Yeah. So it's, it's very fun. I'm sure, I'm sure they'll be very flattered that you just just said. What about you Arnoldo that got you most excited? >>The most important for me was talking to a lot of Asian is other people. What if they thinking how we go forward? So the, the, the community and talk to each other. And also we found those and people how we go forward. >>Yeah, that's been a big thing for us here on the cube and just the energy, the morale. I mean the open source community is so collaborative. It creates an entirely different ethos. Arna. Ty, thank you so much for being here. It's wonderful to have you and hear what I n g is doing in the technology space. Lisa, always a pleasure to co-host with you. Of course. And thank you Cube fans for hanging out with us here on day three of Cuban Live from Detroit, Michigan. My name is Savannah Peterson and we'll see you up next for a great chat coming soon.

>>Hey everyone. Welcome back to Chicago. The Cube is excited to be live on day two of Ansible Fest, 2022. Lisa Martin and John Fur. You're here having some great conversations, a lot of cube alumni, a lot of wisdom from the Ansible community coming at you on this program this week. You know, John, we've been, we've been hearing stories about the power and the capabilities and the collective wisdom of the Ansible community. You can feel it here. Yeah, there's no doubt about that. It's, Ansible is nothing, as Stephanie Chair said yesterday, if not a community and the significant contributions that it makes over and over again, or it's fuel. >>I mean the power of the community is what drives Ansible is gonna drive the future of, I think, cloud in our next generation modern application environment. And it's collective intelligence. It's a production system at the end of the day. And I think these guys have harnessed it. So it should be a really great segment to talk about all the contributor work that's been done. So I'm looking forward to it. >>We've got two great alumni here to talk about the contributor work, how you can get involved. Please welcome back to the cube. Carol Chen, principal community architect at Red Hat. Adam Miller joins us as well, fresh from the keynote stage senior principal software engineer at Red Hat. Guys, great to have you on the cube. Great to be here. Yeah, thank you. So we, we talked, we enjoyed your keynotes, Adam, and what you were talking about on stage, the Ansible contributor summit. That's, you guys have been doing what, this is the seven you've had seven so far in just a couple of years. >>Well, we had seven virtual contributor summits. >>Seven virtual. This is the first Monday was the first in person in. >>First in person since the pandemic and actually the 15th contributor summit overall >>15th overall. Talk about the contributor summits, what the contributors are able to do and the influence that it's having on Ansible Red Hat and what people are able to do with cloud. At the Edge automation. Yeah. >>So our community contributors have always had ways to influence and contribute to the project. But the contributor Summit is really a place where we can get people together, preferably in the same place so that we can, you know, have a really great dynamic conversations and interactions. But we also want to make sure that we don't leave out people who have been constantly online joining us. So this year we are so happy to be here in Chicago in person. We've had about 60 to 70 here joining us. And at first I thought maybe we'll have one third of the attendees joining online because about 30 to 40 people signed up to join online. But in the end, we have more than 100 per people watching our live stream. So that's more than half of the attendees overall, were joining us online. So that really shows where, you know, the contributors are interested in participating for >>Develop. Right. Yeah, it's been, it's been interesting. It's been since 2019, since the in-person Ansible Fest in Atlanta. Now we're in Chicago, we had the pandemic. Couple interesting observations from our side that I wanna get your reaction to Adam Carol. And that is one Ansible's relevance has grown significantly since then. Just from a cloud growth standpoint, developer open source standpoint, and how people work and collaborate has changed. So your contributor based in your community is getting more powerful in scope, in my opinion. Like in, as they become, have the keys to the kingdom in the, in their respective worlds as it gets bigger and larger. So the personas are changing, the makeup of the community's changing and also how you guys collaborate is changing. Can you share your, what's going on with those two dynamics? Cause I think that power dynamic is, is looking really good. How are you guys handling >>That? Yeah, so I mean, I, I had the opportunity to represent the community on stage yesterday as part of the keynote and talk to this point specifically is one of the things that we've seen is the project has had the opportunity to kind of grow and evolve. There's been certain elements that have had to kind of decompose from a technology perspective. We actually had to kind of break it apart and change the architecture a little bit and move things into what are called Ansible collections, which, you know, folks here are very familiar with No One Love. And we've seen a lot of community work in the form of working groups coalesce around those organically. However, they've done so in kind of different ways. They, they pick tools and collaboration platforms that are popular to their subject matter expertise audience and things like that. So we find ourselves in a place where kind of the, the community itself had more or less segmented naturally in a way. And we needed to find ways to, you know, kind of ke that >>Fragmentation by demographics or by expertise or both as >>A Mostly, mostly expertise. Yeah. And so there was a open source technology called Matrix. It is a open source, standardized, federated messaging platform that we're able to use to start to bridge back some of those communities that have kind of broken off and, and made their their own home elsewhere on the internet. So now we're able to, for example, the right, the docs organization, they had a, a group of people who was very interested in contributing to the Ansible documentation, but they'd already self-organized on Discord. And what was interesting there is the existing team for the Ansible documentation, they were already on internet Relay Chat, also known as irc. And Matrix allowed us to actually bring those two together and bridge that into the other matrix cha chat channels that we had. So now we're able to have people from all over the world in different areas and different platforms, coalesce and, and cross. It's like a festival cross pollinate. Yeah. >>And you're meeting the contributors exactly where they are and where they want to be, where they're comfortable. >>Yes. Yeah, we always say we, we reach out to where they are. So, >>And, and, and much in the way that Ansible has the capability to reach out to things in their own way, Right. And allow that subject matter expertise to, you know, cause the technology has the potential and possibility and capability to talk to anything over any protocol. We're able to do, you know, kind of the same thing with Matrix, allowing us to bridge into any chat platform that it has support for bridging and, and we're able to bring a lot of people >>Together. Yeah. And how's that, how's the feedback been on that so far? >>I, I think it has been very positive. For example, I want to highlight that the technical writers that we have contributing via Discord is actually a group from Nigeria. And Dave also participated in the contributor summit online virtually joining us in, in, you know, on the matrix platform. So that, that bridge that really helps to bring together people from different geographical regions and also different topics and arenas like that. >>So what were some of the outcomes of the contributor summit? The, the first in person in a while, great. That you guys were able to do seven virtually during the pandemic. That's hard. It's hard to get people together. You, there's so much greatness and innovation that comes when we're all together in person that just can't replicate by video. You can do a lot. Right. But talk about some of the outcomes from Monday. What were some of the feedback? What were some of the contributions that you think are really going to impact the community? >>I think for a lot of us, myself included, the fact that we are in person and meeting people face to face, it helps to really build the connections. And when we do talk about contribution, the connection is so important that you understand, well this person a little bit about their background, what they've done for the SPO project and or just generally what, what they're interested in that builds the rapport and connection that helps, you know, further, further collaboration in the future. Because maybe on that day we did not have any, you know, co contributions or anything, but the fact that we had a chance to sit together in the same place to discuss things and share new ideas, roadmaps is really the, the kind of a big step to the future for our community. Yes, >>Yes. And in a lot of ways we often online the project has various elements that are able to function asynchronously. So we work very well globally across many time zones. And now we were able to get a lot of people in the same place at the same time, synchronously in the same time zone. And then we had breakout sessions where the subject matter, you know, working groups were able to kind of go and focus on things that maybe have been taking a little while to discuss in, in that asynchronous form of communication and do it synchronously and, you know, be in the same room and work on things. It's been, it's been fantastic >>Developers there, like they, they take to asynchronous like fish to water. It's not a problem. But I do want to ask if there's any observations that you guys have had now that we're kind of coming out of that one way, but the pandemic, but the world's changed. It's hybrid, hybrid work environment, steady state. So we see that. Any observations on your end on what's new that you observed that people are gravitating to? Is there a pattern of styles is or same old self-governing, or what's new? What do you see that's coming out of the pandemic that might be a norm? >>I I think that even though people are excited to get back in person, there are, things have changed, like you said, and we have to be more aware of, there are people who think that not be in person, it's okay. And that's how they want to do it. And we have to make sure that they, they are included. So we, we did want to make a high priority for online participation in this event. And like I said, even though only 4 30, 40 people signed up to join us online initially, so that it was what we were expecting, but in the end, more than 100 people were watching us and, and joining participation in >>Actually on demand consumption be good too, >>Right? Yeah. So, you know, I think going forward that is probably the trend. And as, as much as we, we love being in person, we, we want this to continue that we, we take care of people who are, has been constantly participating online and contributing you >>Meaning again, meaning folks where they are, but also allowing the, the, those members that want to get together to, to collaborate in person. I can only imagine the innovation that's gonna come even from having part of the back, Right. >>And, and not to continue to harp on the matrix point, but it, it's been very cool because Matrix has the ability to do live video sessions using open source another to open source technology called jy. So we're able to actually use the same place that we normally find ourselves, you know, congregating and collaborating for the project itself in an asynchronous and, you know, somewhat synchronous way to also host these types of things that are, are now hybrid that used to be, you know, all one way or all the other. Yeah. And it's been, it's >>Been incredible. Integration is, the integration is have been fascinating to watch how you guys do that. And also, you know, with q we've been virtual too. It's like, it's like people don't want another microsite, but they want a more of a festival vibe, a hub, right? Like a place to kind of check in and have choice, not get absolutely jammed into a, you know, forum or, you know, or whatever. Hey, if you wanna be on Discord, be on Discord, right? Why >>Not? And we still, you know, we do still have our asynchronous forms of >>Work through >>Our get GitHub. We have our projects, we have our issues, we have our, you know, wiki, we have various elements there that everybody can continue to collaborate on. And it's all been, it's all been very good. >>Speaking of festivals, octoberfest that's going on, not to be confused with Octoberfest, that was last month. Talk about how the Ansible project and the Ansible community is involved in Octoberfest. Give us the dates, Carol. So >>YesTo Fest is a annual thing in October. So October Octoberfest, I think it's organized by Digital Ocean for the past eight or nine years. And it's really a, a way to kind of encourage people to contribute to open source projects. So it's not anal specific, but we as an Ansible project encourage people to take this opportunity to, you know, a lot of them doing their first contributions during this event. And when, when we first announced, we're participating in Octoberfest within the first four days of October, which is over a weekend actually. We've had 24 contributions, it, 24 issues fixed, which is like amazing, like, you know, just the interest and the, the momentum that we had. And so far until I just checked with my teammates this morning that we've had about 35 contributions so far during the month, which is, and I'm sorry, I forgot to mention this is only for Ansible documentation. So yeah, specifically. And, and that's also one thing we want to highlight, that contributions don't just come in code in, you know, kind of software side, but really there's many ways to contribute and documentation is such a, a great way for first time users, first time contributors to get involved. So it's really amazing to see these contributions from all over the world. And also partly thanks to the technical writers in Nigeria kind of promoting and sharing this initiative. And it's just great to see the, the results from that. Can >>You double click on the different ways of contribution? You mentioned a couple documentation being one, code being the other, but what is the breadth of opportunities that the contributors have to contribute to the project? >>Oh, there's, there's so many. So I actually take care more of outreach efforts in the community. So I helped to organize events and meetups from around the world. And now that we're slowly coming out of the pandemic, I've seen more and more in person meetups. I was just talking to someone from Minneapolis, they're trying to get, get people back together again. They have people in Singapore, in Netherlands from pretty much, you know, all corners of the globe wanting to form not just for the Ansible project, but the local kind of connection with the re people in the region, sometimes in their own language, in their local languages to really work together on the project and just, >>You know, you to create a global Yeah. Network, right? I mean it's like Ansible Global. >>Exactly. >>Create local subnets not to get all networking, >>Right? >>Yeah. >>Yeah. One, one quick thing I want to touch on Theto Fest. I think it's a great opportunity for existing contributors to mentor cause many people like to help bring in new contributors and this is kind of a focal point to be able to focus on that. And then to, to the the other point we, you know, it, it's been, it's been extremely powerful to see as we return these sub communities pop up and, and kind of work with themselves, so on different ways to contribute. So code is kind of the one that gets the most attention. I think documentation I think is a unsung hero, highly important, great way. The logistical component, which is invaluable because it allows us to continue with our adoption and evangelization and things like that. So specifically adoption and evangelize. Evangelization is another place that contributors can join and actually spawn a local meetup and then connect in with the existing community and try to, you know, help increase the network, create a new subject. Yeah. >>Yeah. Network affects huge. And I think the thing that you brought up about reuse is, is part of that whole things get documented properly. The leverage that comes out of that just feeds into the system that flywheel. Absolutely. I mean it's, that's how communities are supposed to work, right? Yep. Yes. >>That's what I was just gonna comment on is the flywheel effect that it's clearly present and very palpable. Thank you so much for joining John, me on the program, talking about the contributors summit, the ways of contribution, the impacts that are being made so far, what Octoberfest is already delivering. And we're, we still have about 10 days or so left in October, so there's still more time for contributors to get involved. We thank you so much for your insights and your time. Thank >>You. Thank you so much for having us. >>Our pleasure. For our guests and John Purer, I'm Lisa Martin. You're watching The Cube Live from Chicago, day two of our coverage of Red Hat Ansible Summit 22. We will see you right n after this short break with our next guest.

hello I'm John Furrier with thecube and welcome to this special presentation of the cube and Horizon 3.ai they're announcing a global partner first approach expanding their successful pen testing product Net Zero you're going to hear from leading experts in their staff their CEO positioning themselves for a successful Channel distribution expansion internationally in Europe Middle East Africa and Asia Pacific in this Cube special presentation you'll hear about the expansion the expanse partner program giving Partners a unique opportunity to offer Net Zero to their customers Innovation and Pen testing is going International with Horizon 3.ai enjoy the program [Music] welcome back everyone to the cube and Horizon 3.ai special presentation I'm John Furrier host of thecube we're here with Jennifer Lee head of Channel sales at Horizon 3.ai Jennifer welcome to the cube thanks for coming on great well thank you for having me so big news around Horizon 3.aa driving Channel first commitment you guys are expanding the channel partner program to include all kinds of new rewards incentives training programs help educate you know Partners really drive more recurring Revenue certainly cloud and Cloud scale has done that you got a great product that fits into that kind of Channel model great Services you can wrap around it good stuff so let's get into it what are you guys doing what are what are you guys doing with this news why is this so important yeah for sure so um yeah we like you said we recently expanded our Channel partner program um the driving force behind it was really just um to align our like you said our Channel first commitment um and creating awareness around the importance of our partner ecosystems um so that's it's really how we go to market is is through the channel and a great International Focus I've talked with the CEO so you know about the solution and he broke down all the action on why it's important on the product side but why now on the go to market change what's the what's the why behind this big this news on the channel yeah for sure so um we are doing this now really to align our business strategy which is built on the concept of enabling our partners to create a high value high margin business on top of our platform and so um we offer a solution called node zero it provides autonomous pen testing as a service and it allows organizations to continuously verify their security posture um so we our company vision we have this tagline that states that our pen testing enables organizations to see themselves Through The Eyes of an attacker and um we use the like the attacker's perspective to identify exploitable weaknesses and vulnerabilities so we created this partner program from a perspective of the partner so the partner's perspective and we've built It Through The Eyes of our partner right so we're prioritizing really what the partner is looking for and uh will ensure like Mutual success for us yeah the partners always want to get in front of the customers and bring new stuff to them pen tests have traditionally been really expensive uh and so bringing it down in one to a service level that's one affordable and has flexibility to it allows a lot of capability so I imagine people getting excited by it so I have to ask you about the program What specifically are you guys doing can you share any details around what it means for the partners what they get what's in it for them can you just break down some of the mechanics and mechanisms or or details yeah yep um you know we're really looking to create business alignment um and like I said establish Mutual success with our partners so we've got two um two key elements that we were really focused on um that we bring to the partners so the opportunity the profit margin expansion is one of them and um a way for our partners to really differentiate themselves and stay relevant in the market so um we've restructured our discount model really um you know highlighting profitability and maximizing profitability and uh this includes our deal registration we've we've created deal registration program we've increased discount for partners who take part in our partner certification uh trainings and we've we have some other partner incentives uh that we we've created that that's going to help out there we've we put this all so we've recently Gone live with our partner portal um it's a Consolidated experience for our partners where they can access our our sales tools and we really view our partners as an extension of our sales and Technical teams and so we've extended all of our our training material that we use internally we've made it available to our partners through our partner portal um we've um I'm trying I'm thinking now back what else is in that partner portal here we've got our partner certification information so all the content that's delivered during that training can be found in the portal we've got deal registration uh um co-branded marketing materials pipeline management and so um this this portal gives our partners a One-Stop place to to go to find all that information um and then just really quickly on the second part of that that I mentioned is our technology really is um really disruptive to the market so you know like you said autonomous pen testing it's um it's still it's well it's still still relatively new topic uh for security practitioners and um it's proven to be really disruptive so um that on top of um just well recently we found an article that um that mentioned by markets and markets that reports that the global pen testing markets really expanding and so it's expected to grow to like 2.7 billion um by 2027. so the Market's there right the Market's expanding it's growing and so for our partners it's just really allows them to grow their revenue um across their customer base expand their customer base and offering this High profit margin while you know getting in early to Market on this just disruptive technology big Market a lot of opportunities to make some money people love to put more margin on on those deals especially when you can bring a great solution that everyone knows is hard to do so I think that's going to provide a lot of value is there is there a type of partner that you guys see emerging or you aligning with you mentioned the alignment with the partners I can see how that the training and the incentives are all there sounds like it's all going well is there a type of partner that's resonating the most or is there categories of partners that can take advantage of this yeah absolutely so we work with all different kinds of Partners we work with our traditional resale Partners um we've worked we're working with systems integrators we have a really strong MSP mssp program um we've got Consulting partners and the Consulting Partners especially with the ones that offer pen test services so we they use us as a as we act as a force multiplier just really offering them profit margin expansion um opportunity there we've got some technology partner partners that we really work with for co-cell opportunities and then we've got our Cloud Partners um you'd mentioned that earlier and so we are in AWS Marketplace so our ccpo partners we're part of the ISP accelerate program um so we we're doing a lot there with our Cloud partners and um of course we uh we go to market with uh distribution Partners as well gotta love the opportunity for more margin expansion every kind of partner wants to put more gross profit on their deals is there a certification involved I have to ask is there like do you get do people get certified or is it just you get trained is it self-paced training is it in person how are you guys doing the whole training certification thing because is that is that a requirement yeah absolutely so we do offer a certification program and um it's been very popular this includes a a seller's portion and an operator portion and and so um this is at no cost to our partners and um we operate both virtually it's it's law it's virtually but live it's not self-paced and we also have in person um you know sessions as well and we also can customize these to any partners that have a large group of people and we can just we can do one in person or virtual just specifically for that partner well any kind of incentive opportunities and marketing opportunities everyone loves to get the uh get the deals just kind of rolling in leads from what we can see if our early reporting this looks like a hot product price wise service level wise what incentive do you guys thinking about and and Joint marketing you mentioned co-sell earlier in pipeline so I was kind of kind of honing in on that piece sure and yes and then to follow along with our partner certification program we do incentivize our partners there if they have a certain number certified their discount increases so that's part of it we have our deal registration program that increases discount as well um and then we do have some um some partner incentives that are wrapped around meeting setting and um moving moving opportunities along to uh proof of value gotta love the education driving value I have to ask you so you've been around the industry you've seen the channel relationships out there you're seeing companies old school new school you know uh Horizon 3.ai is kind of like that new school very cloud specific a lot of Leverage with we mentioned AWS and all the clouds um why is the company so hot right now why did you join them and what's why are people attracted to this company what's the what's the attraction what's the vibe what do you what do you see and what what do you use what did you see in in this company well this is just you know like I said it's very disruptive um it's really in high demand right now and um and and just because because it's new to Market and uh a newer technology so we are we can collaborate with a manual pen tester um we can you know we can allow our customers to run their pen test um with with no specialty teams and um and and then so we and like you know like I said we can allow our partners can actually build businesses profitable businesses so we can they can use our product to increase their services revenue and um and build their business model you know around around our services what's interesting about the pen test thing is that it's very expensive and time consuming the people who do them are very talented people that could be working on really bigger things in the in absolutely customers so bringing this into the channel allows them if you look at the price Delta between a pen test and then what you guys are offering I mean that's a huge margin Gap between street price of say today's pen test and what you guys offer when you show people that they follow do they say too good to be true I mean what are some of the things that people say when you kind of show them that are they like scratch their head like come on what's the what's the catch here right so the cost savings is a huge is huge for us um and then also you know like I said working as a force multiplier with a pen testing company that offers the services and so they can they can do their their annual manual pen tests that may be required around compliance regulations and then we can we can act as the continuous verification of their security um um you know that that they can run um weekly and so it's just um you know it's just an addition to to what they're offering already and an expansion so Jennifer thanks for coming on thecube really appreciate you uh coming on sharing the insights on the channel uh what's next what can we expect from the channel group what are you thinking what's going on right so we're really looking to expand our our Channel um footprint and um very strategically uh we've got um we've got some big plans um for for Horizon 3.ai awesome well thanks for coming on really appreciate it you're watching thecube the leader in high tech Enterprise coverage [Music] [Music] hello and welcome to the Cube's special presentation with Horizon 3.ai with Raina Richter vice president of emea Europe Middle East and Africa and Asia Pacific APAC for Horizon 3 today welcome to this special Cube presentation thanks for joining us thank you for the invitation so Horizon 3 a guy driving Global expansion big international news with a partner first approach you guys are expanding internationally let's get into it you guys are driving this new expanse partner program to new heights tell us about it what are you seeing in the momentum why the expansion what's all the news about well I would say uh yeah in in international we have I would say a similar similar situation like in the US um there is a global shortage of well-educated penetration testers on the one hand side on the other side um we have a raising demand of uh network and infrastructure security and with our approach of an uh autonomous penetration testing I I believe we are totally on top of the game um especially as we have also now uh starting with an international instance that means for example if a customer in Europe is using uh our service node zero he will be connected to a node zero instance which is located inside the European Union and therefore he has doesn't have to worry about the conflict between the European the gdpr regulations versus the US Cloud act and I would say there we have a total good package for our partners that they can provide differentiators to their customers you know we've had great conversations here on thecube with the CEO and the founder of the company around the leverage of the cloud and how successful that's been for the company and honestly I can just Connect the Dots here but I'd like you to weigh in more on how that translates into the go to market here because you got great Cloud scale with with the security product you guys are having success with great leverage there I've seen a lot of success there what's the momentum on the channel partner program internationally why is it so important to you is it just the regional segmentation is it the economics why the momentum well there are it's there are multiple issues first of all there is a raising demand in penetration testing um and don't forget that uh in international we have a much higher level in number a number or percentage in SMB and mid-market customers so these customers typically most of them even didn't have a pen test done once a year so for them pen testing was just too expensive now with our offering together with our partners we can provide different uh ways how customers could get an autonomous pen testing done more than once a year with even lower costs than they had with with a traditional manual paint test so and that is because we have our uh Consulting plus package which is for typically pain testers they can go out and can do a much faster much quicker and their pain test at many customers once in after each other so they can do more pain tests on a lower more attractive price on the other side there are others what even the same ones who are providing um node zero as an mssp service so they can go after s p customers saying okay well you only have a couple of hundred uh IP addresses no worries we have the perfect package for you and then you have let's say the mid Market let's say the thousands and more employees then they might even have an annual subscription very traditional but for all of them it's all the same the customer or the service provider doesn't need a piece of Hardware they only need to install a small piece of a Docker container and that's it and that makes it so so smooth to go in and say okay Mr customer we just put in this this virtual attacker into your network and that's it and and all the rest is done and within within three clicks they are they can act like a pen tester with 20 years of experience and that's going to be very Channel friendly and partner friendly I can almost imagine so I have to ask you and thank you for calling the break calling out that breakdown and and segmentation that was good that was very helpful for me to understand but I want to follow up if you don't mind um what type of partners are you seeing the most traction with and why well I would say at the beginning typically you have the the innovators the early adapters typically Boutique size of Partners they start because they they are always looking for Innovation and those are the ones you they start in the beginning so we have a wide range of Partners having mostly even um managed by the owner of the company so uh they immediately understand okay there is the value and they can change their offering they're changing their offering in terms of penetration testing because they can do more pen tests and they can then add other ones or we have those ones who offer 10 tests services but they did not have their own pen testers so they had to go out on the open market and Source paint testing experts um to get the pen test at a particular customer done and now with node zero they're totally independent they can't go out and say okay Mr customer here's the here's the service that's it we turn it on and within an hour you're up and running totally yeah and those pen tests are usually expensive and hard to do now it's right in line with the sales delivery pretty interesting for a partner absolutely but on the other hand side we are not killing the pain testers business we do something we're providing with no tiers I would call something like the foundation work the foundational work of having an an ongoing penetration testing of the infrastructure the operating system and the pen testers by themselves they can concentrate in the future on things like application pen testing for example so those Services which we we're not touching so we're not killing the paint tester Market we're just taking away the ongoing um let's say foundation work call it that way yeah yeah that was one of my questions I was going to ask is there's a lot of interest in this autonomous pen testing one because it's expensive to do because those skills are required are in need and they're expensive so you kind of cover the entry level and the blockers that are in there I've seen people say to me this pen test becomes a blocker for getting things done so there's been a lot of interest in the autonomous pen testing and for organizations to have that posture and it's an overseas issue too because now you have that that ongoing thing so can you explain that particular benefit for an organization to have that continuously verifying an organization's posture yep certainly so I would say um typically you are you you have to do your patches you have to bring in new versions of operating systems of different Services of uh um operating systems of some components and and they are always bringing new vulnerabilities the difference here is that with node zero we are telling the customer or the partner package we're telling them which are the executable vulnerabilities because previously they might have had um a vulnerability scanner so this vulnerability scanner brought up hundreds or even thousands of cves but didn't say anything about which of them are vulnerable really executable and then you need an expert digging in one cve after the other finding out is it is it really executable yes or no and that is where you need highly paid experts which we have a shortage so with notes here now we can say okay we tell you exactly which ones are the ones you should work on because those are the ones which are executable we rank them accordingly to the risk level how easily they can be used and by a sudden and then the good thing is convert it or indifference to the traditional penetration test they don't have to wait for a year for the next pain test to find out if the fixing was effective they weren't just the next scan and say Yes closed vulnerability is gone the time is really valuable and if you're doing any devops Cloud native you're always pushing new things so pen test ongoing pen testing is actually a benefit just in general as a kind of hygiene so really really interesting solution really bring that global scale is going to be a new new coverage area for us for sure I have to ask you if you don't mind answering what particular region are you focused on or plan to Target for this next phase of growth well at this moment we are concentrating on the countries inside the European Union Plus the United Kingdom um but we are and they are of course logically I'm based into Frankfurt area that means we cover more or less the countries just around so it's like the total dark region Germany Switzerland Austria plus the Netherlands but we also already have Partners in the nordics like in Finland or in Sweden um so it's it's it it's rapidly we have Partners already in the UK and it's rapidly growing so I'm for example we are now starting with some activities in Singapore um um and also in the in the Middle East area um very important we uh depending on let's say the the way how to do business currently we try to concentrate on those countries where we can have um let's say um at least English as an accepted business language great is there any particular region you're having the most success with right now is it sounds like European Union's um kind of first wave what's them yes that's the first definitely that's the first wave and now we're also getting the uh the European instance up and running it's clearly our commitment also to the market saying okay we know there are certain dedicated uh requirements and we take care of this and and we're just launching it we're building up this one uh the instance um in the AWS uh service center here in Frankfurt also with some dedicated Hardware internet in a data center in Frankfurt where we have with the date six by the way uh the highest internet interconnection bandwidth on the planet so we have very short latency to wherever you are on on the globe that's a great that's a great call outfit benefit too I was going to ask that what are some of the benefits your partners are seeing in emea and Asia Pacific well I would say um the the benefits is for them it's clearly they can they can uh talk with customers and can offer customers penetration testing which they before and even didn't think about because it penetrates penetration testing in a traditional way was simply too expensive for them too complex the preparation time was too long um they didn't have even have the capacity uh to um to support a pain an external pain tester now with this service you can go in and say even if they Mr customer we can do a test with you in a couple of minutes within we have installed the docker container within 10 minutes we have the pen test started that's it and then we just wait and and I would say that is we'll we are we are seeing so many aha moments then now because on the partner side when they see node zero the first time working it's like this wow that is great and then they work out to customers and and show it to their typically at the beginning mostly the friendly customers like wow that's great I need that and and I would say um the feedback from the partners is that is a service where I do not have to evangelize the customer everybody understands penetration testing I don't have to say describe what it is they understand the customer understanding immediately yes penetration testing good about that I know I should do it but uh too complex too expensive now with the name is for example as an mssp service provided from one of our partners but it's getting easy yeah it's great and it's great great benefit there I mean I gotta say I'm a huge fan of what you guys are doing I like this continuous automation that's a major benefit to anyone doing devops or any kind of modern application development this is just a godsend for them this is really good and like you said the pen testers that are doing it they were kind of coming down from their expertise to kind of do things that should have been automated they get to focus on the bigger ticket items that's a really big point so we free them we free the pain testers for the higher level elements of the penetration testing segment and that is typically the application testing which is currently far away from being automated yeah and that's where the most critical workloads are and I think this is the nice balance congratulations on the international expansion of the program and thanks for coming on this special presentation really I really appreciate it thank you you're welcome okay this is thecube special presentation you know check out pen test automation International expansion Horizon 3 dot AI uh really Innovative solution in our next segment Chris Hill sector head for strategic accounts will discuss the power of Horizon 3.ai and Splunk in action you're watching the cube the leader in high tech Enterprise coverage foreign [Music] [Music] welcome back everyone to the cube and Horizon 3.ai special presentation I'm John Furrier host of thecube we're with Chris Hill sector head for strategic accounts and federal at Horizon 3.ai a great Innovative company Chris great to see you thanks for coming on thecube yeah like I said uh you know great to meet you John long time listener first time caller so excited to be here with you guys yeah we were talking before camera you had Splunk back in 2013 and I think 2012 was our first splunk.com and boy man you know talk about being in the right place at the right time now we're at another inflection point and Splunk continues to be relevant um and continuing to have that data driving Security in that interplay and your CEO former CTO of his plug as well at Horizon who's been on before really Innovative product you guys have but you know yeah don't wait for a breach to find out if you're logging the right data this is the topic of this thread Splunk is very much part of this new international expansion announcement uh with you guys tell us what are some of the challenges that you see where this is relevant for the Splunk and Horizon AI as you guys expand uh node zero out internationally yeah well so across so you know my role uh within Splunk it was uh working with our most strategic accounts and so I looked back to 2013 and I think about the sales process like working with with our small customers you know it was um it was still very siled back then like I was selling to an I.T team that was either using this for it operations um we generally would always even say yeah although we do security we weren't really designed for it we're a log management tool and we I'm sure you remember back then John we were like sort of stepping into the security space and and the public sector domain that I was in you know security was 70 of what we did when I look back to sort of uh the transformation that I was witnessing in that digital transformation um you know when I look at like 2019 to today you look at how uh the IT team and the security teams are being have been forced to break down those barriers that they used to sort of be silent away would not commute communicate one you know the security guys would be like oh this is my box I.T you're not allowed in today you can't get away with that and I think that the value that we bring to you know and of course Splunk has been a huge leader in that space and continues to do Innovation across the board but I think what we've we're seeing in the space and I was talking with Patrick Coughlin the SVP of uh security markets about this is that you know what we've been able to do with Splunk is build a purpose-built solution that allows Splunk to eat more data so Splunk itself is ulk know it's an ingest engine right the great reason people bought it was you could build these really fast dashboards and grab intelligence out of it but without data it doesn't do anything right so how do you drive and how do you bring more data in and most importantly from a customer perspective how do you bring the right data in and so if you think about what node zero and what we're doing in a horizon 3 is that sure we do pen testing but because we're an autonomous pen testing tool we do it continuously so this whole thought I'd be like oh crud like my customers oh yeah we got a pen test coming up it's gonna be six weeks the week oh yeah you know and everyone's gonna sit on their hands call me back in two months Chris we'll talk to you then right not not a real efficient way to test your environment and shoot we saw that with Uber this week right um you know and that's a case where we could have helped oh just right we could explain the Uber thing because it was a contractor just give a quick highlight of what happened so you can connect the doctor yeah no problem so um it was uh I got I think it was yeah one of those uh you know games where they would try and test an environment um and with the uh pen tester did was he kept on calling them MFA guys being like I need to reset my password we need to set my right password and eventually the um the customer service guy said okay I'm resetting it once he had reset and bypassed the multi-factor authentication he then was able to get in and get access to the building area that he was in or I think not the domain but he was able to gain access to a partial part of that Network he then paralleled over to what I would assume is like a VA VMware or some virtual machine that had notes that had all of the credentials for logging into various domains and So within minutes they had access and that's the sort of stuff that we do you know a lot of these tools like um you know you think about the cacophony of tools that are out there in a GTA architect architecture right I'm gonna get like a z-scale or I'm going to have uh octum and I have a Splunk I've been into the solar system I mean I don't mean to name names we have crowdstriker or Sentinel one in there it's just it's a cacophony of things that don't work together they weren't designed work together and so we have seen so many times in our business through our customer support and just working with customers when we do their pen tests that there will be 5 000 servers out there three are misconfigured those three misconfigurations will create the open door because remember the hacker only needs to be right once the defender needs to be right all the time and that's the challenge and so that's what I'm really passionate about what we're doing uh here at Horizon three I see this my digital transformation migration and security going on which uh we're at the tip of the spear it's why I joined sey Hall coming on this journey uh and just super excited about where the path's going and super excited about the relationship with Splunk I get into more details on some of the specifics of that but um you know well you're nailing I mean we've been doing a lot of things on super cloud and this next gen environment we're calling it next gen you're really seeing devops obviously devsecops has already won the it role has moved to the developer shift left is an indicator of that it's one of the many examples higher velocity code software supply chain you hear these things that means that it is now in the developer hands it is replaced by the new Ops data Ops teams and security where there's a lot of horizontal thinking to your point about access there's no more perimeter huge 100 right is really right on things one time you know to get in there once you're in then you can hang out move around move laterally big problem okay so we get that now the challenges for these teams as they are transitioning organizationally how do they figure out what to do okay this is the next step they already have Splunk so now they're kind of in transition while protecting for a hundred percent ratio of success so how would you look at that and describe the challenge is what do they do what is it what are the teams facing with their data and what's next what are they what are they what action do they take so let's use some vernacular that folks will know so if I think about devsecops right we both know what that means that I'm going to build security into the app it normally talks about sec devops right how am I building security around the perimeter of what's going inside my ecosystem and what are they doing and so if you think about what we're able to do with somebody like Splunk is we can pen test the entire environment from Soup To Nuts right so I'm going to test the end points through to its I'm going to look for misconfigurations I'm going to I'm going to look for um uh credential exposed credentials you know I'm going to look for anything I can in the environment again I'm going to do it at light speed and and what what we're doing for that SEC devops space is to you know did you detect that we were in your environment so did we alert Splunk or the Sim that there's someone in the environment laterally moving around did they more importantly did they log us into their environment and when do they detect that log to trigger that log did they alert on us and then finally most importantly for every CSO out there is going to be did they stop us and so that's how we we do this and I think you when speaking with um stay Hall before you know we've come up with this um boils but we call it fine fix verifying so what we do is we go in is we act as the attacker right we act in a production environment so we're not going to be we're a passive attacker but we will go in on credentialed on agents but we have to assume to have an assumed breach model which means we're going to put a Docker container in your environment and then we're going to fingerprint the environment so we're going to go out and do an asset survey now that's something that's not something that Splunk does super well you know so can Splunk see all the assets do the same assets marry up we're going to log all that data and think and then put load that into this long Sim or the smoke logging tools just to have it in Enterprise right that's an immediate future ad that they've got um and then we've got the fix so once we've completed our pen test um we are then going to generate a report and we can talk about these in a little bit later but the reports will show an executive summary the assets that we found which would be your asset Discovery aspect of that a fix report and the fixed report I think is probably the most important one it will go down and identify what we did how we did it and then how to fix that and then from that the pen tester or the organization should fix those then they go back and run another test and then they validate like a change detection environment to see hey did those fixes taste play take place and you know snehaw when he was the CTO of jsoc he shared with me a number of times about it's like man there would be 15 more items on next week's punch sheet that we didn't know about and it's and it has to do with how we you know how they were uh prioritizing the cves and whatnot because they would take all CBDs it was critical or non-critical and it's like we are able to create context in that environment that feeds better information into Splunk and whatnot that brings that brings up the efficiency for Splunk specifically the teams out there by the way the burnout thing is real I mean this whole I just finished my list and I got 15 more or whatever the list just can keeps growing how did node zero specifically help Splunk teams be more efficient like that's the question I want to get at because this seems like a very scale way for Splunk customers and teams service teams to be more so the question is how does node zero help make Splunk specifically their service teams be more efficient so so today in our early interactions we're building customers we've seen are five things um and I'll start with sort of identifying the blind spots right so kind of what I just talked about with you did we detect did we log did we alert did they stop node zero right and so I would I put that you know a more Layman's third grade term and if I was going to beat a fifth grader at this game would be we can be the sparring partner for a Splunk Enterprise customer a Splunk Essentials customer someone using Splunk soar or even just an Enterprise Splunk customer that may be a small shop with three people and just wants to know where am I exposed so by creating and generating these reports and then having um the API that actually generates the dashboard they can take all of these events that we've logged and log them in and then where that then comes in is number two is how do we prioritize those logs right so how do we create visibility to logs that that um are have critical impacts and again as I mentioned earlier not all cves are high impact regard and also not all or low right so if you daisy chain a bunch of low cves together boom I've got a mission critical AP uh CPE that needs to be fixed now such as a credential moving to an NT box that's got a text file with a bunch of passwords on it that would be very bad um and then third would be uh verifying that you have all of the hosts so one of the things that splunk's not particularly great at and they'll literate themselves they don't do asset Discovery so dude what assets do we see and what are they logging from that um and then for from um for every event that they are able to identify one of the cool things that we can do is actually create this low code no code environment so they could let you know Splunk customers can use Splunk sword to actually triage events and prioritize that event so where they're being routed within it to optimize the Sox team time to Market or time to triage any given event obviously reducing MTR and then finally I think one of the neatest things that we'll be seeing us develop is um our ability to build glass cables so behind me you'll see one of our triage events and how we build uh a Lockheed Martin kill chain on that with a glass table which is very familiar to the community we're going to have the ability and not too distant future to allow people to search observe on those iocs and if people aren't familiar with it ioc it's an instant of a compromise so that's a vector that we want to drill into and of course who's better at Drilling in the data and smoke yeah this is a critter this is an awesome Synergy there I mean I can see a Splunk customer going man this just gives me so much more capability action actionability and also real understanding and I think this is what I want to dig into if you don't mind understanding that critical impact okay is kind of where I see this coming got the data data ingest now data's data but the question is what not to log you know where are things misconfigured these are critical questions so can you talk about what it means to understand critical impact yeah so I think you know going back to the things that I just spoke about a lot of those cves where you'll see um uh low low low and then you daisy chain together and they're suddenly like oh this is high now but then your other impact of like if you're if you're a Splunk customer you know and I had it I had several of them I had one customer that you know terabytes of McAfee data being brought in and it was like all right there's a lot of other data that you probably also want to bring but they could only afford wanted to do certain data sets because that's and they didn't know how to prioritize or filter those data sets and so we provide that opportunity to say hey these are the critical ones to bring in but there's also the ones that you don't necessarily need to bring in because low cve in this case really does mean low cve like an ILO server would be one that um that's the print server uh where the uh your admin credentials are on on like a printer and so there will be credentials on that that's something that a hacker might go in to look at so although the cve on it is low is if you daisy chain with somebody that's able to get into that you might say Ah that's high and we would then potentially rank it giving our AI logic to say that's a moderate so put it on the scale and we prioritize those versus uh of all of these scanners just going to give you a bunch of CDs and good luck and translating that if I if I can and tell me if I'm wrong that kind of speaks to that whole lateral movement that's it challenge right print serve a great example looks stupid low end who's going to want to deal with the print server oh but it's connected into a critical system there's a path is that kind of what you're getting at yeah I use Daisy Chain I think that's from the community they came from uh but it's just a lateral movement it's exactly what they're doing in those low level low critical lateral movements is where the hackers are getting in right so that's the beauty thing about the uh the Uber example is that who would have thought you know I've got my monthly Factor authentication going in a human made a mistake we can't we can't not expect humans to make mistakes we're fallible right the reality is is once they were in the environment they could have protected themselves by running enough pen tests to know that they had certain uh exposed credentials that would have stopped the breach and they did not had not done that in their environment and I'm not poking yeah but it's an interesting Trend though I mean it's obvious if sometimes those low end items are also not protected well so it's easy to get at from a hacker standpoint but also the people in charge of them can be fished easily or spearfished because they're not paying attention because they don't have to no one ever told them hey be careful yeah for the community that I came from John that's exactly how they they would uh meet you at a uh an International Event um introduce themselves as a graduate student these are National actor States uh would you mind reviewing my thesis on such and such and I was at Adobe at the time that I was working on this instead of having to get the PDF they opened the PDF and whoever that customer was launches and I don't know if you remember back in like 2008 time frame there was a lot of issues around IP being by a nation state being stolen from the United States and that's exactly how they did it and John that's or LinkedIn hey I want to get a joke we want to hire you double the salary oh I'm gonna click on that for sure you know yeah right exactly yeah the one thing I would say to you is like uh when we look at like sort of you know because I think we did 10 000 pen tests last year is it's probably over that now you know we have these sort of top 10 ways that we think and find people coming into the environment the funniest thing is that only one of them is a cve related vulnerability like uh you know you guys know what they are right so it's it but it's it's like two percent of the attacks are occurring through the cves but yeah there's all that attention spent to that and very little attention spent to this pen testing side which is sort of this continuous threat you know monitoring space and and this vulnerability space where I think we play a such an important role and I'm so excited to be a part of the tip of the spear on this one yeah I'm old enough to know the movie sneakers which I loved as a you know watching that movie you know professional hackers are testing testing always testing the environment I love this I got to ask you as we kind of wrap up here Chris if you don't mind the the benefits to Professional Services from this Alliance big news Splunk and you guys work well together we see that clearly what are what other benefits do Professional Services teams see from the Splunk and Horizon 3.ai Alliance so if you're I think for from our our from both of our uh Partners uh as we bring these guys together and many of them already are the same partner right uh is that uh first off the licensing model is probably one of the key areas that we really excel at so if you're an end user you can buy uh for the Enterprise by the number of IP addresses you're using um but uh if you're a partner working with this there's solution ways that you can go in and we'll license as to msps and what that business model on msps looks like but the unique thing that we do here is this C plus license and so the Consulting plus license allows like a uh somebody a small to mid-sized to some very large uh you know Fortune 100 uh consulting firms use this uh by buying into a license called um Consulting plus where they can have unlimited uh access to as many IPS as they want but you can only run one test at a time and as you can imagine when we're going and hacking passwords and um checking hashes and decrypting hashes that can take a while so but for the right customer it's it's a perfect tool and so I I'm so excited about our ability to go to market with uh our partners so that we understand ourselves understand how not to just sell to or not tell just to sell through but we know how to sell with them as a good vendor partner I think that that's one thing that we've done a really good job building bring it into the market yeah I think also the Splunk has had great success how they've enabled uh partners and Professional Services absolutely you know the services that layer on top of Splunk are multi-fold tons of great benefits so you guys Vector right into that ride that way with friction and and the cool thing is that in you know in one of our reports which could be totally customized uh with someone else's logo we're going to generate you know so I I used to work in another organization it wasn't Splunk but we we did uh you know pen testing as for for customers and my pen testers would come on site they'd do the engagement and they would leave and then another release someone would be oh shoot we got another sector that was breached and they'd call you back you know four weeks later and so by August our entire pen testings teams would be sold out and it would be like well even in March maybe and they're like no no I gotta breach now and and and then when they do go in they go through do the pen test and they hand over a PDF and they pack on the back and say there's where your problems are you need to fix it and the reality is that what we're going to generate completely autonomously with no human interaction is we're going to go and find all the permutations of anything we found and the fix for those permutations and then once you've fixed everything you just go back and run another pen test it's you know for what people pay for one pen test they can have a tool that does that every every Pat patch on Tuesday and that's on Wednesday you know triage throughout the week green yellow red I wanted to see the colors show me green green is good right not red and one CIO doesn't want who doesn't want that dashboard right it's it's exactly it and we can help bring I think that you know I'm really excited about helping drive this with the Splunk team because they get that they understand that it's the green yellow red dashboard and and how do we help them find more green uh so that the other guys are in red yeah and get in the data and do the right thing and be efficient with how you use the data know what to look at so many things to pay attention to you know the combination of both and then go to market strategy real brilliant congratulations Chris thanks for coming on and sharing um this news with the detail around the Splunk in action around the alliance thanks for sharing John my pleasure thanks look forward to seeing you soon all right great we'll follow up and do another segment on devops and I.T and security teams as the new new Ops but and super cloud a bunch of other stuff so thanks for coming on and our next segment the CEO of horizon 3.aa will break down all the new news for us here on thecube you're watching thecube the leader in high tech Enterprise coverage [Music] yeah the partner program for us has been fantastic you know I think prior to that you know as most organizations most uh uh most Farmers most mssps might not necessarily have a a bench at all for penetration testing uh maybe they subcontract this work out or maybe they do it themselves but trying to staff that kind of position can be incredibly difficult for us this was a differentiator a a new a new partner a new partnership that allowed us to uh not only perform services for our customers but be able to provide a product by which that they can do it themselves so we work with our customers in a variety of ways some of them want more routine testing and perform this themselves but we're also a certified service provider of horizon 3 being able to perform uh penetration tests uh help review the the data provide color provide analysis for our customers in a broader sense right not necessarily the the black and white elements of you know what was uh what's critical what's high what's medium what's low what you need to fix but are there systemic issues this has allowed us to onboard new customers this has allowed us to migrate some penetration testing services to us from from competitors in the marketplace But ultimately this is occurring because the the product and the outcome are special they're unique and they're effective our customers like what they're seeing they like the routineness of it many of them you know again like doing this themselves you know being able to kind of pen test themselves parts of their networks um and the the new use cases right I'm a large organization I have eight to ten Acquisitions per year wouldn't it be great to have a tool to be able to perform a penetration test both internal and external of that acquisition before we integrate the two companies and maybe bringing on some risk it's a very effective partnership uh one that really is uh kind of taken our our Engineers our account Executives by storm um you know this this is a a partnership that's been very valuable to us [Music] a key part of the value and business model at Horizon 3 is enabling Partners to leverage node zero to make more revenue for themselves our goal is that for sixty percent of our Revenue this year will be originated by partners and that 95 of our Revenue next year will be originated by partners and so a key to that strategy is making us an integral part of your business models as a partner a key quote from one of our partners is that we enable every one of their business units to generate Revenue so let's talk about that in a little bit more detail first is that if you have a pen test Consulting business take Deloitte as an example what was six weeks of human labor at Deloitte per pen test has been cut down to four days of Labor using node zero to conduct reconnaissance find all the juicy interesting areas of the of the Enterprise that are exploitable and being able to go assess the entire organization and then all of those details get served up to the human to be able to look at understand and determine where to probe deeper so what you see in that pen test Consulting business is that node zero becomes a force multiplier where those Consulting teams were able to cover way more accounts and way more IPS within those accounts with the same or fewer consultants and so that directly leads to profit margin expansion for the Penn testing business itself because node 0 is a force multiplier the second business model here is if you're an mssp as an mssp you're already making money providing defensive cyber security operations for a large volume of customers and so what they do is they'll license node zero and use us as an upsell to their mssb business to start to deliver either continuous red teaming continuous verification or purple teaming as a service and so in that particular business model they've got an additional line of Revenue where they can increase the spend of their existing customers by bolting on node 0 as a purple team as a service offering the third business model or customer type is if you're an I.T services provider so as an I.T services provider you make money installing and configuring security products like Splunk or crowdstrike or hemio you also make money reselling those products and you also make money generating follow-on services to continue to harden your customer environments and so for them what what those it service providers will do is use us to verify that they've installed Splunk correctly improved to their customer that Splunk was installed correctly or crowdstrike was installed correctly using our results and then use our results to drive follow-on services and revenue and then finally we've got the value-added reseller which is just a straight up reseller because of how fast our sales Cycles are these vars are able to typically go from cold email to deal close in six to eight weeks at Horizon 3 at least a single sales engineer is able to run 30 to 50 pocs concurrently because our pocs are very lightweight and don't require any on-prem customization or heavy pre-sales post sales activity so as a result we're able to have a few amount of sellers driving a lot of Revenue and volume for us well the same thing applies to bars there isn't a lot of effort to sell the product or prove its value so vars are able to sell a lot more Horizon 3 node zero product without having to build up a huge specialist sales organization so what I'm going to do is talk through uh scenario three here as an I.T service provider and just how powerful node zero can be in driving additional Revenue so in here think of for every one dollar of node zero license purchased by the IT service provider to do their business it'll generate ten dollars of additional revenue for that partner so in this example kidney group uses node 0 to verify that they have installed and deployed Splunk correctly so Kitty group is a Splunk partner they they sell it services to install configure deploy and maintain Splunk and as they deploy Splunk they're going to use node 0 to attack the environment and make sure that the right logs and alerts and monitoring are being handled within the Splunk deployment so it's a way of doing QA or verifying that Splunk has been configured correctly and that's going to be internally used by kidney group to prove the quality of their services that they've just delivered then what they're going to do is they're going to show and leave behind that node zero Report with their client and that creates a resell opportunity for for kidney group to resell node 0 to their client because their client is seeing the reports and the results and saying wow this is pretty amazing and those reports can be co-branded where it's a pen testing report branded with kidney group but it says powered by Horizon three under it from there kidney group is able to take the fixed actions report that's automatically generated with every pen test through node zero and they're able to use that as the starting point for a statement of work to sell follow-on services to fix all of the problems that node zero identified fixing l11r misconfigurations fixing or patching VMware or updating credentials policies and so on so what happens is node 0 has found a bunch of problems the client often lacks the capacity to fix and so kidney group can use that lack of capacity by the client as a follow-on sales opportunity for follow-on services and finally based on the findings from node zero kidney group can look at that report and say to the customer you know customer if you bought crowdstrike you'd be able to uh prevent node Zero from attacking and succeeding in the way that it did for if you bought humano or if you bought Palo Alto networks or if you bought uh some privileged access management solution because of what node 0 was able to do with credential harvesting and attacks and so as a result kidney group is able to resell other security products within their portfolio crowdstrike Falcon humano Polito networks demisto Phantom and so on based on the gaps that were identified by node zero and that pen test and what that creates is another feedback loop where kidney group will then go use node 0 to verify that crowdstrike product has actually been installed and configured correctly and then this becomes the cycle of using node 0 to verify a deployment using that verification to drive a bunch of follow-on services and resell opportunities which then further drives more usage of the product now the way that we licensed is that it's a usage-based license licensing model so that the partner will grow their node zero Consulting plus license as they grow their business so for example if you're a kidney group then week one you've got you're going to use node zero to verify your Splunk install in week two if you have a pen testing business you're going to go off and use node zero to be a force multiplier for your pen testing uh client opportunity and then if you have an mssp business then in week three you're going to use node zero to go execute a purple team mssp offering for your clients so not necessarily a kidney group but if you're a Deloitte or ATT these larger companies and you've got multiple lines of business if you're Optive for instance you all you have to do is buy one Consulting plus license and you're going to be able to run as many pen tests as you want sequentially so now you can buy a single license and use that one license to meet your week one client commitments and then meet your week two and then meet your week three and as you grow your business you start to run multiple pen tests concurrently so in week one you've got to do a Splunk verify uh verify Splunk install and you've got to run a pen test and you've got to do a purple team opportunity you just simply expand the number of Consulting plus licenses from one license to three licenses and so now as you systematically grow your business you're able to grow your node zero capacity with you giving you predictable cogs predictable margins and once again 10x additional Revenue opportunity for that investment in the node zero Consulting plus license my name is Saint I'm the co-founder and CEO here at Horizon 3. I'm going to talk to you today about why it's important to look at your Enterprise Through The Eyes of an attacker the challenge I had when I was a CIO in banking the CTO at Splunk and serving within the Department of Defense is that I had no idea I was Secure until the bad guys had showed up am I logging the right data am I fixing the right vulnerabilities are my security tools that I've paid millions of dollars for actually working together to defend me and the answer is I don't know does my team actually know how to respond to a breach in the middle of an incident I don't know I've got to wait for the bad guys to show up and so the challenge I had was how do we proactively verify our security posture I tried a variety of techniques the first was the use of vulnerability scanners and the challenge with vulnerability scanners is being vulnerable doesn't mean you're exploitable I might have a hundred thousand findings from my scanner of which maybe five or ten can actually be exploited in my environment the other big problem with scanners is that they can't chain weaknesses together from machine to machine so if you've got a thousand machines in your environment or more what a vulnerability scanner will do is tell you you have a problem on machine one and separately a problem on machine two but what they can tell you is that an attacker could use a load from machine one plus a low from machine two to equal to critical in your environment and what attackers do in their tactics is they chain together misconfigurations dangerous product defaults harvested credentials and exploitable vulnerabilities into attack paths across different machines so to address the attack pads across different machines I tried layering in consulting-based pen testing and the issue is when you've got thousands of hosts or hundreds of thousands of hosts in your environment human-based pen testing simply doesn't scale to test an infrastructure of that size moreover when they actually do execute a pen test and you get the report oftentimes you lack the expertise within your team to quickly retest to verify that you've actually fixed the problem and so what happens is you end up with these pen test reports that are incomplete snapshots and quickly going stale and then to mitigate that problem I tried using breach and attack simulation tools and the struggle with these tools is one I had to install credentialed agents everywhere two I had to write my own custom attack scripts that I didn't have much talent for but also I had to maintain as my environment changed and then three these types of tools were not safe to run against production systems which was the the majority of my attack surface so that's why we went off to start Horizon 3. so Tony and I met when we were in Special Operations together and the challenge we wanted to solve was how do we do infrastructure security testing at scale by giving the the power of a 20-year pen testing veteran into the hands of an I.T admin a network engineer in just three clicks and the whole idea is we enable these fixers The Blue Team to be able to run node Zero Hour pen testing product to quickly find problems in their environment that blue team will then then go off and fix the issues that were found and then they can quickly rerun the attack to verify that they fixed the problem and the whole idea is delivering this without requiring custom scripts be developed without requiring credential agents be installed and without requiring the use of external third-party consulting services or Professional Services self-service pen testing to quickly Drive find fix verify there are three primary use cases that our customers use us for the first is the sock manager that uses us to verify that their security tools are actually effective to verify that they're logging the right data in Splunk or in their Sim to verify that their managed security services provider is able to quickly detect and respond to an attack and hold them accountable for their slas or that the sock understands how to quickly detect and respond and measuring and verifying that or that the variety of tools that you have in your stack most organizations have 130 plus cyber security tools none of which are designed to work together are actually working together the second primary use case is proactively hardening and verifying your systems this is when the I that it admin that network engineer they're able to run self-service pen tests to verify that their Cisco environment is installed in hardened and configured correctly or that their credential policies are set up right or that their vcenter or web sphere or kubernetes environments are actually designed to be secure and what this allows the it admins and network Engineers to do is shift from running one or two pen tests a year to 30 40 or more pen tests a month and you can actually wire those pen tests into your devops process or into your detection engineering and the change management processes to automatically trigger pen tests every time there's a change in your environment the third primary use case is for those organizations lucky enough to have their own internal red team they'll use node zero to do reconnaissance and exploitation at scale and then use the output as a starting point for the humans to step in and focus on the really hard juicy stuff that gets them on stage at Defcon and so these are the three primary use cases and what we'll do is zoom into the find fix verify Loop because what I've found in my experience is find fix verify is the future operating model for cyber security organizations and what I mean here is in the find using continuous pen testing what you want to enable is on-demand self-service pen tests you want those pen tests to find attack pads at scale spanning your on-prem infrastructure your Cloud infrastructure and your perimeter because attackers don't only state in one place they will find ways to chain together a perimeter breach a credential from your on-prem to gain access to your cloud or some other permutation and then the third part in continuous pen testing is attackers don't focus on critical vulnerabilities anymore they know we've built vulnerability Management Programs to reduce those vulnerabilities so attackers have adapted and what they do is chain together misconfigurations in your infrastructure and software and applications with dangerous product defaults with exploitable vulnerabilities and through the collection of credentials through a mix of techniques at scale once you've found those problems the next question is what do you do about it well you want to be able to prioritize fixing problems that are actually exploitable in your environment that truly matter meaning they're going to lead to domain compromise or domain user compromise or access your sensitive data the second thing you want to fix is making sure you understand what risk your crown jewels data is exposed to where is your crown jewels data is in the cloud is it on-prem has it been copied to a share drive that you weren't aware of if a domain user was compromised could they access that crown jewels data you want to be able to use the attacker's perspective to secure the critical data you have in your infrastructure and then finally as you fix these problems you want to quickly remediate and retest that you've actually fixed the issue and this fine fix verify cycle becomes that accelerator that drives purple team culture the third part here is verify and what you want to be able to do in the verify step is verify that your security tools and processes in people can effectively detect and respond to a breach you want to be able to integrate that into your detection engineering processes so that you know you're catching the right security rules or that you've deployed the right configurations you also want to make sure that your environment is adhering to the best practices around systems hardening in cyber resilience and finally you want to be able to prove your security posture over a time to your board to your leadership into your regulators so what I'll do now is zoom into each of these three steps so when we zoom in to find here's the first example using node 0 and autonomous pen testing and what an attacker will do is find a way to break through the perimeter in this example it's very easy to misconfigure kubernetes to allow an attacker to gain remote code execution into your on-prem kubernetes environment and break through the perimeter and from there what the attacker is going to do is conduct Network reconnaissance and then find ways to gain code execution on other machines in the environment and as they get code execution they start to dump credentials collect a bunch of ntlm hashes crack those hashes using open source and dark web available data as part of those attacks and then reuse those credentials to log in and laterally maneuver throughout the environment and then as they loudly maneuver they can reuse those credentials and use credential spraying techniques and so on to compromise your business email to log in as admin into your cloud and this is a very common attack and rarely is a CV actually needed to execute this attack often it's just a misconfiguration in kubernetes with a bad credential policy or password policy combined with bad practices of credential reuse across the organization here's another example of an internal pen test and this is from an actual customer they had 5 000 hosts within their environment they had EDR and uba tools installed and they initiated in an internal pen test on a single machine from that single initial access point node zero enumerated the network conducted reconnaissance and found five thousand hosts were accessible what node 0 will do under the covers is organize all of that reconnaissance data into a knowledge graph that we call the Cyber terrain map and that cyber Terrain map becomes the key data structure that we use to efficiently maneuver and attack and compromise your environment so what node zero will do is they'll try to find ways to get code execution reuse credentials and so on in this customer example they had Fortinet installed as their EDR but node 0 was still able to get code execution on a Windows machine from there it was able to successfully dump credentials including sensitive credentials from the lsas process on the Windows box and then reuse those credentials to log in as domain admin in the network and once an attacker becomes domain admin they have the keys to the kingdom they can do anything they want so what happened here well it turns out Fortinet was misconfigured on three out of 5000 machines bad automation the customer had no idea this had happened they would have had to wait for an attacker to show up to realize that it was misconfigured the second thing is well why didn't Fortinet stop the credential pivot in the lateral movement and it turned out the customer didn't buy the right modules or turn on the right services within that particular product and we see this not only with Ford in it but we see this with Trend Micro and all the other defensive tools where it's very easy to miss a checkbox in the configuration that will do things like prevent credential dumping the next story I'll tell you is attackers don't have to hack in they log in so another infrastructure pen test a typical technique attackers will take is man in the middle uh attacks that will collect hashes so in this case what an attacker will do is leverage a tool or technique called responder to collect ntlm hashes that are being passed around the network and there's a variety of reasons why these hashes are passed around and it's a pretty common misconfiguration but as an attacker collects those hashes then they start to apply techniques to crack those hashes so they'll pass the hash and from there they will use open source intelligence common password structures and patterns and other types of techniques to try to crack those hashes into clear text passwords so here node 0 automatically collected hashes it automatically passed the hashes to crack those credentials and then from there it starts to take the domain user user ID passwords that it's collected and tries to access different services and systems in your Enterprise in this case node 0 is able to successfully gain access to the Office 365 email environment because three employees didn't have MFA configured so now what happens is node 0 has a placement and access in the business email system which sets up the conditions for fraud lateral phishing and other techniques but what's especially insightful here is that 80 of the hashes that were collected in this pen test were cracked in 15 minutes or less 80 percent 26 of the user accounts had a password that followed a pretty obvious pattern first initial last initial and four random digits the other thing that was interesting is 10 percent of service accounts had their user ID the same as their password so VMware admin VMware admin web sphere admin web Square admin so on and so forth and so attackers don't have to hack in they just log in with credentials that they've collected the next story here is becoming WS AWS admin so in this example once again internal pen test node zero gets initial access it discovers 2 000 hosts are network reachable from that environment if fingerprints and organizes all of that data into a cyber Terrain map from there it it fingerprints that hpilo the integrated lights out service was running on a subset of hosts hpilo is a service that is often not instrumented or observed by security teams nor is it easy to patch as a result attackers know this and immediately go after those types of services so in this case that ILO service was exploitable and were able to get code execution on it ILO stores all the user IDs and passwords in clear text in a particular set of processes so once we gain code execution we were able to dump all of the credentials and then from there laterally maneuver to log in to the windows box next door as admin and then on that admin box we're able to gain access to the share drives and we found a credentials file saved on a share Drive from there it turned out that credentials file was the AWS admin credentials file giving us full admin authority to their AWS accounts not a single security alert was triggered in this attack because the customer wasn't observing the ILO service and every step thereafter was a valid login in the environment and so what do you do step one patch the server step two delete the credentials file from the share drive and then step three is get better instrumentation on privileged access users and login the final story I'll tell is a typical pattern that we see across the board with that combines the various techniques I've described together where an attacker is going to go off and use open source intelligence to find all of the employees that work at your company from there they're going to look up those employees on dark web breach databases and other forms of information and then use that as a starting point to password spray to compromise a domain user all it takes is one employee to reuse a breached password for their Corporate email or all it takes is a single employee to have a weak password that's easily guessable all it takes is one and once the attacker is able to gain domain user access in most shops domain user is also the local admin on their laptop and once your local admin you can dump Sam and get local admin until M hashes you can use that to reuse credentials again local admin on neighboring machines and attackers will start to rinse and repeat then eventually they're able to get to a point where they can dump lsas or by unhooking the anti-virus defeating the EDR or finding a misconfigured EDR as we've talked about earlier to compromise the domain and what's consistent is that the fundamentals are broken at these shops they have poor password policies they don't have least access privilege implemented active directory groups are too permissive where domain admin or domain user is also the local admin uh AV or EDR Solutions are misconfigured or easily unhooked and so on and what we found in 10 000 pen tests is that user Behavior analytics tools never caught us in that lateral movement in part because those tools require pristine logging data in order to work and also it becomes very difficult to find that Baseline of normal usage versus abnormal usage of credential login another interesting Insight is there were several Marquee brand name mssps that were defending our customers environment and for them it took seven hours to detect and respond to the pen test seven hours the pen test was over in less than two hours and so what you had was an egregious violation of the service level agreements that that mssp had in place and the customer was able to use us to get service credit and drive accountability of their sock and of their provider the third interesting thing is in one case it took us seven minutes to become domain admin in a bank that bank had every Gucci security tool you could buy yet in 7 minutes and 19 seconds node zero started as an unauthenticated member of the network and was able to escalate privileges through chaining and misconfigurations in lateral movement and so on to become domain admin if it's seven minutes today we should assume it'll be less than a minute a year or two from now making it very difficult for humans to be able to detect and respond to that type of Blitzkrieg attack so that's in the find it's not just about finding problems though the bulk of the effort should be what to do about it the fix and the verify so as you find those problems back to kubernetes as an example we will show you the path here is the kill chain we took to compromise that environment we'll show you the impact here is the impact or here's the the proof of exploitation that we were able to use to be able to compromise it and there's the actual command that we executed so you could copy and paste that command and compromise that cubelet yourself if you want and then the impact is we got code execution and we'll actually show you here is the impact this is a critical here's why it enabled perimeter breach affected applications will tell you the specific IPS where you've got the problem how it maps to the miter attack framework and then we'll tell you exactly how to fix it we'll also show you what this problem enabled so you can accurately prioritize why this is important or why it's not important the next part is accurate prioritization the hardest part of my job as a CIO was deciding what not to fix so if you take SMB signing not required as an example by default that CVSs score is a one out of 10. but this misconfiguration is not a cve it's a misconfig enable an attacker to gain access to 19 credentials including one domain admin two local admins and access to a ton of data because of that context this is really a 10 out of 10. you better fix this as soon as possible however of the seven occurrences that we found it's only a critical in three out of the seven and these are the three specific machines and we'll tell you the exact way to fix it and you better fix these as soon as possible for these four machines over here these didn't allow us to do anything of consequence so that because the hardest part is deciding what not to fix you can justifiably choose not to fix these four issues right now and just add them to your backlog and surge your team to fix these three as quickly as possible and then once you fix these three you don't have to re-run the entire pen test you can select these three and then one click verify and run a very narrowly scoped pen test that is only testing this specific issue and what that creates is a much faster cycle of finding and fixing problems the other part of fixing is verifying that you don't have sensitive data at risk so once we become a domain user we're able to use those domain user credentials and try to gain access to databases file shares S3 buckets git repos and so on and help you understand what sensitive data you have at risk so in this example a green checkbox means we logged in as a valid domain user we're able to get read write access on the database this is how many records we could have accessed and we don't actually look at the values in the database but we'll show you the schema so you can quickly characterize that pii data was at risk here and we'll do that for your file shares and other sources of data so now you can accurately articulate the data you have at risk and prioritize cleaning that data up especially data that will lead to a fine or a big news issue so that's the find that's the fix now we're going to talk about the verify the key part in verify is embracing and integrating with detection engineering practices so when you think about your layers of security tools you've got lots of tools in place on average 130 tools at any given customer but these tools were not designed to work together so when you run a pen test what you want to do is say did you detect us did you log us did you alert on us did you stop us and from there what you want to see is okay what are the techniques that are commonly used to defeat an environment to actually compromise if you look at the top 10 techniques we use and there's far more than just these 10 but these are the most often executed nine out of ten have nothing to do with cves it has to do with misconfigurations dangerous product defaults bad credential policies and it's how we chain those together to become a domain admin or compromise a host so what what customers will do is every single attacker command we executed is provided to you as an attackivity log so you can actually see every single attacker command we ran the time stamp it was executed the hosts it executed on and how it Maps the minor attack tactics so our customers will have are these attacker logs on one screen and then they'll go look into Splunk or exabeam or Sentinel one or crowdstrike and say did you detect us did you log us did you alert on us or not and to make that even easier if you take this example hey Splunk what logs did you see at this time on the VMware host because that's when node 0 is able to dump credentials and that allows you to identify and fix your logging blind spots to make that easier we've got app integration so this is an actual Splunk app in the Splunk App Store and what you can come is inside the Splunk console itself you can fire up the Horizon 3 node 0 app all of the pen test results are here so that you can see all of the results in one place and you don't have to jump out of the tool and what you'll show you as I skip forward is hey there's a pen test here are the critical issues that we've identified for that weaker default issue here are the exact commands we executed and then we will automatically query into Splunk all all terms on between these times on that endpoint that relate to this attack so you can now quickly within the Splunk environment itself figure out that you're missing logs or that you're appropriately catching this issue and that becomes incredibly important in that detection engineering cycle that I mentioned earlier so how do our customers end up using us they shift from running one pen test a year to 30 40 pen tests a month oftentimes wiring us into their deployment automation to automatically run pen tests the other part that they'll do is as they run more pen tests they find more issues but eventually they hit this inflection point where they're able to rapidly clean up their environment and that inflection point is because the red and the blue teams start working together in a purple team culture and now they're working together to proactively harden their environment the other thing our customers will do is run us from different perspectives they'll first start running an RFC 1918 scope to see once the attacker gained initial access in a part of the network that had wide access what could they do and then from there they'll run us within a specific Network segment okay from within that segment could the attacker break out and gain access to another segment then they'll run us from their work from home environment could they Traverse the VPN and do something damaging and once they're in could they Traverse the VPN and get into my cloud then they'll break in from the outside all of these perspectives are available to you in Horizon 3 and node zero as a single SKU and you can run as many pen tests as you want if you run a phishing campaign and find that an intern in the finance department had the worst phishing behavior you can then inject their credentials and actually show the end-to-end story of how an attacker fished gained credentials of an intern and use that to gain access to sensitive financial data so what our customers end up doing is running multiple attacks from multiple perspectives and looking at those results over time I'll leave you two things one is what is the AI in Horizon 3 AI those knowledge graphs are the heart and soul of everything that we do and we use machine learning reinforcement techniques reinforcement learning techniques Markov decision models and so on to be able to efficiently maneuver and analyze the paths in those really large graphs we also use context-based scoring to prioritize weaknesses and we're also able to drive collective intelligence across all of the operations so the more pen tests we run the smarter we get and all of that is based on our knowledge graph analytics infrastructure that we have finally I'll leave you with this was my decision criteria when I was a buyer for my security testing strategy what I cared about was coverage I wanted to be able to assess my on-prem cloud perimeter and work from home and be safe to run in production I want to be able to do that as often as I wanted I want to be able to run pen tests in hours or days not weeks or months so I could accelerate that fine fix verify loop I wanted my it admins and network Engineers with limited offensive experience to be able to run a pen test in a few clicks through a self-service experience and not have to install agent and not have to write custom scripts and finally I didn't want to get nickeled and dimed on having to buy different types of attack modules or different types of attacks I wanted a single annual subscription that allowed me to run any type of attack as often as I wanted so I could look at my Trends in directions over time so I hope you found this talk valuable uh we're easy to find and I look forward to seeing seeing you use a product and letting our results do the talking when you look at uh you know kind of the way no our pen testing algorithms work is we dynamically select uh how to compromise an environment based on what we've discovered and the goal is to become a domain admin compromise a host compromise domain users find ways to encrypt data steal sensitive data and so on but when you look at the the top 10 techniques that we ended up uh using to compromise environments the first nine have nothing to do with cves and that's the reality cves are yes a vector but less than two percent of cves are actually used in a compromise oftentimes it's some sort of credential collection credential cracking uh credential pivoting and using that to become an admin and then uh compromising environments from that point on so I'll leave this up for you to kind of read through and you'll have the slides available for you but I found it very insightful that organizations and ourselves when I was a GE included invested heavily in just standard vulnerability Management Programs when I was at DOD that's all disa cared about asking us about was our our kind of our cve posture but the attackers have adapted to not rely on cves to get in because they know that organizations are actively looking at and patching those cves and instead they're chaining together credentials from one place with misconfigurations and dangerous product defaults in another to take over an environment a concrete example is by default vcenter backups are not encrypted and so as if an attacker finds vcenter what they'll do is find the backup location and there are specific V sender MTD files where the admin credentials are parsippled in the binaries so you can actually as an attacker find the right MTD file parse out the binary and now you've got the admin credentials for the vcenter environment and now start to log in as admin there's a bad habit by signal officers and Signal practitioners in the in the Army and elsewhere where the the VM notes section of a virtual image has the password for the VM well those VM notes are not stored encrypted and attackers know this and they're able to go off and find the VMS that are unencrypted find the note section and pull out the passwords for those images and then reuse those credentials across the board so I'll pause here and uh you know Patrick love you get some some commentary on on these techniques and other things that you've seen and what we'll do in the last say 10 to 15 minutes is uh is rolled through a little bit more on what do you do about it yeah yeah no I love it I think um I think this is pretty exhaustive what I like about what you've done here is uh you know we've seen we've seen double-digit increases in the number of organizations that are reporting actual breaches year over year for the last um for the last three years and it's often we kind of in the Zeitgeist we pegged that on ransomware which of course is like incredibly important and very top of mind um but what I like about what you have here is you know we're reminding the audience that the the attack surface area the vectors the matter um you know has to be more comprehensive than just thinking about ransomware scenarios yeah right on um so let's build on this when you think about your defense in depth you've got multiple security controls that you've purchased and integrated and you've got that redundancy if a control fails but the reality is that these security tools aren't designed to work together so when you run a pen test what you want to ask yourself is did you detect node zero did you log node zero did you alert on node zero and did you stop node zero and when you think about how to do that every single attacker command executed by node zero is available in an attacker log so you can now see you know at the bottom here vcenter um exploit at that time on that IP how it aligns to minor attack what you want to be able to do is go figure out did your security tools catch this or not and that becomes very important in using the attacker's perspective to improve your defensive security controls and so the way we've tried to make this easier back to like my my my the you know I bleed Green in many ways still from my smoke background is you want to be able to and what our customers do is hey we'll look at the attacker logs on one screen and they'll look at what did Splunk see or Miss in another screen and then they'll use that to figure out what their logging blind spots are and what that where that becomes really interesting is we've actually built out an integration into Splunk where there's a Splunk app you can download off of Splunk base and you'll get all of the pen test results right there in the Splunk console and from that Splunk console you're gonna be able to see these are all the pen tests that were run these are the issues that were found um so you can look at that particular pen test here are all of the weaknesses that were identified for that particular pen test and how they categorize out for each of those weaknesses you can click on any one of them that are critical in this case and then we'll tell you for that weakness and this is where where the the punch line comes in so I'll pause the video here for that weakness these are the commands that were executed on these endpoints at this time and then we'll actually query Splunk for that um for that IP address or containing that IP and these are the source types that surface any sort of activity so what we try to do is help you as quickly and efficiently as possible identify the logging blind spots in your Splunk environment based on the attacker's perspective so as this video kind of plays through you can see it Patrick I'd love to get your thoughts um just seeing so many Splunk deployments and the effectiveness of those deployments and and how this is going to help really Elevate the effectiveness of all of your Splunk customers yeah I'm super excited about this I mean I think this these kinds of purpose-built integration snail really move the needle for our customers I mean at the end of the day when I think about the power of Splunk I think about a product I was first introduced to 12 years ago that was an on-prem piece of software you know and at the time it sold on sort of Perpetual and term licenses but one made it special was that it could it could it could eat data at a speed that nothing else that I'd have ever seen you can ingest massively scalable amounts of data uh did cool things like schema on read which facilitated that there was this language called SPL that you could nerd out about uh and you went to a conference once a year and you talked about all the cool things you were splunking right but now as we think about the next phase of our growth um we live in a heterogeneous environment where our customers have so many different tools and data sources that are ever expanding and as you look at the as you look at the role of the ciso it's mind-blowing to me the amount of sources Services apps that are coming into the ciso span of let's just call it a span of influence in the last three years uh you know we're seeing things like infrastructure service level visibility application performance monitoring stuff that just never made sense for the security team to have visibility into you um at least not at the size and scale which we're demanding today um and and that's different and this isn't this is why it's so important that we have these joint purpose-built Integrations that um really provide more prescription to our customers about how do they walk on that Journey towards maturity what does zero to one look like what does one to two look like whereas you know 10 years ago customers were happy with platforms today they want integration they want Solutions and they want to drive outcomes and I think this is a great example of how together we are stepping to the evolving nature of the market and also the ever-evolving nature of the threat landscape and what I would say is the maturing needs of the customer in that environment yeah for sure I think especially if if we all anticipate budget pressure over the next 18 months due to the economy and elsewhere while the security budgets are not going to ever I don't think they're going to get cut they're not going to grow as fast and there's a lot more pressure on organizations to extract more value from their existing Investments as well as extracting more value and more impact from their existing teams and so security Effectiveness Fierce prioritization and automation I think become the three key themes of security uh over the next 18 months so I'll do very quickly is run through a few other use cases um every host that we identified in the pen test were able to score and say this host allowed us to do something significant therefore it's it's really critical you should be increasing your logging here hey these hosts down here we couldn't really do anything as an attacker so if you do have to make trade-offs you can make some trade-offs of your logging resolution at the lower end in order to increase logging resolution on the upper end so you've got that level of of um justification for where to increase or or adjust your logging resolution another example is every host we've discovered as an attacker we Expose and you can export and we want to make sure is every host we found as an attacker is being ingested from a Splunk standpoint a big issue I had as a CIO and user of Splunk and other tools is I had no idea if there were Rogue Raspberry Pi's on the network or if a new box was installed and whether Splunk was installed on it or not so now you can quickly start to correlate what hosts did we see and how does that reconcile with what you're logging from uh finally or second to last use case here on the Splunk integration side is for every single problem we've found we give multiple options for how to fix it this becomes a great way to prioritize what fixed actions to automate in your soar platform and what we want to get to eventually is being able to automatically trigger soar actions to fix well-known problems like automatically invalidating passwords for for poor poor passwords in our credentials amongst a whole bunch of other things we could go off and do and then finally if there is a well-known kill chain or attack path one of the things I really wish I could have done when I was a Splunk customer was take this type of kill chain that actually shows a path to domain admin that I'm sincerely worried about and use it as a glass table over which I could start to layer possible indicators of compromise and now you've got a great starting point for glass tables and iocs for actual kill chains that we know are exploitable in your environment and that becomes some super cool Integrations that we've got on the roadmap between us and the Splunk security side of the house so what I'll leave with actually Patrick before I do that you know um love to get your comments and then I'll I'll kind of leave with one last slide on this wartime security mindset uh pending you know assuming there's no other questions no I love it I mean I think this kind of um it's kind of glass table's approach to how do you how do you sort of visualize these workflows and then use things like sore and orchestration and automation to operationalize them is exactly where we see all of our customers going and getting away from I think an over engineered approach to soar with where it has to be super technical heavy with you know python programmers and getting more to this visual view of workflow creation um that really demystifies the power of Automation and also democratizes it so you don't have to have these programming languages in your resume in order to start really moving the needle on workflow creation policy enforcement and ultimately driving automation coverage across more and more of the workflows that your team is seeing yeah I think that between us being able to visualize the actual kill chain or attack path with you know think of a of uh the soar Market I think going towards this no code low code um you know configurable sore versus coded sore that's going to really be a game changer in improve or giving security teams a force multiplier so what I'll leave you with is this peacetime mindset of security no longer is sustainable we really have to get out of checking the box and then waiting for the bad guys to show up to verify that security tools are are working or not and the reason why we've got to really do that quickly is there are over a thousand companies that withdrew from the Russian economy over the past uh nine months due to the Ukrainian War there you should expect every one of them to be punished by the Russians for leaving and punished from a cyber standpoint and this is no longer about financial extortion that is ransomware this is about punishing and destroying companies and you can punish any one of these companies by going after them directly or by going after their suppliers and their Distributors so suddenly your attack surface is no more no longer just your own Enterprise it's how you bring your goods to Market and it's how you get your goods created because while I may not be able to disrupt your ability to harvest fruit if I can get those trucks stuck at the border I can increase spoilage and have the same effect and what we should expect to see is this idea of cyber-enabled economic Warfare where if we issue a sanction like Banning the Russians from traveling there is a cyber-enabled counter punch which is corrupt and destroy the American Airlines database that is below the threshold of War that's not going to trigger the 82nd Airborne to be mobilized but it's going to achieve the right effect ban the sale of luxury goods disrupt the supply chain and create shortages banned Russian oil and gas attack refineries to call a 10x spike in gas prices three days before the election this is the future and therefore I think what we have to do is shift towards a wartime mindset which is don't trust your security posture verify it see yourself Through The Eyes of the attacker build that incident response muscle memory and drive better collaboration between the red and the blue teams your suppliers and Distributors and your information uh sharing organization they have in place and what's really valuable for me as a Splunk customer was when a router crashes at that moment you don't know if it's due to an I.T Administration problem or an attacker and what you want to have are different people asking different questions of the same data and you want to have that integrated triage process of an I.T lens to that problem a security lens to that problem and then from there figuring out is is this an IT workflow to execute or a security incident to execute and you want to have all of that as an integrated team integrated process integrated technology stack and this is something that I very care I cared very deeply about as both a Splunk customer and a Splunk CTO that I see time and time again across the board so Patrick I'll leave you with the last word the final three minutes here and I don't see any open questions so please take us home oh man see how you think we spent hours and hours prepping for this together that that last uh uh 40 seconds of your talk track is probably one of the things I'm most passionate about in this industry right now uh and I think nist has done some really interesting work here around building cyber resilient organizations that have that has really I think helped help the industry see that um incidents can come from adverse conditions you know stress is uh uh performance taxations in the infrastructure service or app layer and they can come from malicious compromises uh Insider threats external threat actors and the more that we look at this from the perspective of of a broader cyber resilience Mission uh in a wartime mindset uh I I think we're going to be much better off and and will you talk about with operationally minded ice hacks information sharing intelligence sharing becomes so important in these wartime uh um situations and you know we know not all ice acts are created equal but we're also seeing a lot of um more ad hoc information sharing groups popping up so look I think I think you framed it really really well I love the concept of wartime mindset and um I I like the idea of applying a cyber resilience lens like if you have one more layer on top of that bottom right cake you know I think the it lens and the security lens they roll up to this concept of cyber resilience and I think this has done some great work there for us yeah you're you're spot on and that that is app and that's gonna I think be the the next um terrain that that uh that you're gonna see vendors try to get after but that I think Splunk is best position to win okay that's a wrap for this special Cube presentation you heard all about the global expansion of horizon 3.ai's partner program for their Partners have a unique opportunity to take advantage of their node zero product uh International go to Market expansion North America channel Partnerships and just overall relationships with companies like Splunk to make things more comprehensive in this disruptive cyber security world we live in and hope you enjoyed this program all the videos are available on thecube.net as well as check out Horizon 3 dot AI for their pen test Automation and ultimately their defense system that they use for testing always the environment that you're in great Innovative product and I hope you enjoyed the program again I'm John Furrier host of the cube thanks for watching

(light music) >> Hello, and welcome to theCUBE's special presentation with Horizon3.ai with Rainer Richter, Vice President of EMEA, Europe, Middle East and Africa, and Asia Pacific, APAC Horizon3.ai. Welcome to this special CUBE presentation. Thanks for joining us. >> Thank you for the invitation. >> So Horizon3.ai, driving global expansion, big international news with a partner-first approach. You guys are expanding internationally. Let's get into it. You guys are driving this new expanse partner program to new heights. Tell us about it. What are you seeing in the momentum? Why the expansion? What's all the news about? >> Well, I would say in international, we have, I would say a similar situation like in the US. There is a global shortage of well-educated penetration testers on the one hand side. On the other side, we have a raising demand of network and infrastructure security. And with our approach of an autonomous penetration testing, I believe we are totally on top of the game, especially as we have also now starting with an international instance. That means for example, if a customer in Europe is using our service, NodeZero, he will be connected to a NodeZero instance, which is located inside the European Union. And therefore, he doesn't have to worry about the conflict between the European GDPR regulations versus the US CLOUD Act. And I would say there, we have a total good package for our partners that they can provide differentiators to their customers. >> You know, we've had great conversations here on theCUBE with the CEO and the founder of the company around the leverage of the cloud and how successful that's been for the company. And obviously, I can just connect the dots here, but I'd like you to weigh in more on how that translates into the go-to-market here because you got great cloud scale with the security product you guys are having success with. Great leverage there, I'm seeing a lot of success there. What's the momentum on the channel partner program internationally? Why is it so important to you? Is it just the regional segmentation? Is it the economics? Why the momentum? >> Well, there are multiple issues. First of all, there is a raising demand in penetration testing. And don't forget that in international, we have a much higher level number or percentage in SMB and mid-market customers. So these customers, typically, most of them even didn't have a pen test done once a year. So for them, pen testing was just too expensive. Now with our offering together with our partners, we can provide different ways how customers could get an autonomous pen testing done more than once a year with even lower costs than they had with a traditional manual pen test, and that is because we have our Consulting PLUS package, which is for typically pen testers. They can go out and can do a much faster, much quicker pen test at many customers after each other. So they can do more pen test on a lower, more attractive price. On the other side, there are others or even the same one who are providing NodeZero as an MSSP service. So they can go after SMP customers saying, "Okay, you only have a couple of hundred IP addresses. No worries, we have the perfect package for you." And then you have, let's say the mid-market. Let's say the thousand and more employees, then they might even have an annual subscription. Very traditional, but for all of them, it's all the same. The customer or the service provider doesn't need a piece of hardware. They only need to install a small piece of a Docker container and that's it. And that makes it so smooth to go in and say, "Okay, Mr. Customer, we just put in this virtual attacker into your network, and that's it and all the rest is done." And within three clicks, they can act like a pen tester with 20 years of experience. >> And that's going to be very channel-friendly and partner-friendly, I can almost imagine. So I have to ask you, and thank you for calling out that breakdown and segmentation. That was good, that was very helpful for me to understand, but I want to follow up, if you don't mind. What type of partners are you seeing the most traction with and why? >> Well, I would say at the beginning, typically, you have the innovators, the early adapters, typically boutique-size of partners. They start because they are always looking for innovation. Those are the ones, they start in the beginning. So we have a wide range of partners having mostly even managed by the owner of the company. So they immediately understand, okay, there is the value, and they can change their offering. They're changing their offering in terms of penetration testing because they can do more pen tests and they can then add others ones. Or we have those ones who offered pen test services, but they did not have their own pen testers. So they had to go out on the open market and source pen testing experts to get the pen test at a particular customer done. And now with NodeZero, they're totally independent. They can go out and say, "Okay, Mr. Customer, here's the service. That's it, we turn it on. And within an hour, you are up and running totally." >> Yeah, and those pen tests are usually expensive and hard to do. Now it's right in line with the sales delivery. Pretty interesting for a partner. >> Absolutely, but on the other hand side, we are not killing the pen tester's business. We are providing with NodeZero, I would call something like the foundational work. The foundational work of having an ongoing penetration testing of the infrastructure, the operating system. And the pen testers by themselves, they can concentrate in the future on things like application pen testing, for example. So those services, which we are not touching. So we are not killing the pen tester market. We are just taking away the ongoing, let's say foundation work, call it that way. >> Yeah, yeah. That was one of my questions. I was going to ask is there's a lot of interest in this autonomous pen testing. One because it's expensive to do because those skills are required are in need and they're expensive. (chuckles) So you kind of cover the entry-level and the blockers that are in there. I've seen people say to me, "This pen test becomes a blocker for getting things done." So there's been a lot of interest in the autonomous pen testing and for organizations to have that posture. And it's an overseas issue too because now you have that ongoing thing. So can you explain that particular benefit for an organization to have that continuously verifying an organization's posture? >> Certainly. So I would say typically, you have to do your patches. You have to bring in new versions of operating systems, of different services, of operating systems of some components, and they are always bringing new vulnerabilities. The difference here is that with NodeZero, we are telling the customer or the partner the package. We're telling them which are the executable vulnerabilities because previously, they might have had a vulnerability scanner. So this vulnerability scanner brought up hundreds or even thousands of CVEs, but didn't say anything about which of them are vulnerable, really executable. And then you need an expert digging in one CVE after the other, finding out is it really executable, yes or no? And that is where you need highly-paid experts, which where we have a shortage. So with NodeZero now, we can say, "Okay, we tell you exactly which ones are the ones you should work on because those are the ones which are executable. We rank them accordingly to risk level, how easily they can be used." And then the good thing is converted or in difference to the traditional penetration test, they don't have to wait for a year for the next pen test to find out if the fixing was effective. They run just the next scan and say, "Yes, closed. Vulnerability is gone." >> The time is really valuable. And if you're doing any DevOps, cloud-native, you're always pushing new things. So pen test, ongoing pen testing is actually a benefit just in general as a kind of hygiene. So really, really interesting solution. Really bringing that global scale is going to be a new coverage area for us, for sure. I have to ask you, if you don't mind answering, what particular region are you focused on or plan to target for this next phase of growth? >> Well, at this moment, we are concentrating on the countries inside the European Union plus United Kingdom. And of course, logically, I'm based in the Frankfurt area. That means we cover more or less the countries just around. So it's like the so-called DACH region, Germany, Switzerland, Austria, plus the Netherlands. But we also already have partners in the Nordic, like in Finland and Sweden. So we have partners already in the UK and it's rapidly growing. So for example, we are now starting with some activities in Singapore and also in the Middle East area. Very important, depending on let's say, the way how to do business. Currently, we try to concentrate on those countries where we can have, let's say at least English as an accepted business language. >> Great, is there any particular region you're having the most success with right now? Sounds like European Union's kind of first wave. What's the most- >> Yes, that's the first. Definitely, that's the first wave. And now with also getting the European INSTANCE up and running, it's clearly our commitment also to the market saying, "Okay, we know there are certain dedicated requirements and we take care of this." And we are just launching, we are building up this one, the instance in the AWS service center here in Frankfurt. Also, with some dedicated hardware, internet, and a data center in Frankfurt, where we have with the DE-CIX, by the way, the highest internet interconnection bandwidth on the planet. So we have very short latency to wherever you are on the globe. >> That's a great call out benefit too. I was going to ask that. What are some of the benefits your partners are seeing in EMEA and Asia Pacific? >> Well, I would say, the benefits for them, it's clearly they can talk with customers and can offer customers penetration testing, which they before even didn't think about because penetration testing in a traditional way was simply too expensive for them, too complex, the preparation time was too long, they didn't have even have the capacity to support an external pen tester. Now with this service, you can go in and even say, "Mr. Customer, we can do a test with you in a couple of minutes. We have installed a Docker container. Within 10 minutes, we have the pen test started. That's it and then we just wait." And I would say we are seeing so many aha moments then. On the partner side, when they see NodeZero the first time working, it's like they say, "Wow, that is great." And then they walk out to customers and show it to their typically at the beginning, mostly the friendly customers like, "Wow, that's great, I need that." And I would say the feedback from the partners is that is a service where I do not have to evangelize the customer. Everybody understands penetration testing, I don't have to describe what it is. The customer understanding immediately, "Yes. Penetration testing, heard about that. I know I should do it, but too complex, too expensive." Now for example, as an MSSP service provided from one of our partners, it's getting easy. >> Yeah, and it's great benefit there. I mean, I got to say I'm a huge fan of what you guys are doing. I like this continuous automation. That's a major benefit to anyone doing DevOps or any kind of modern application development. This is just a godsend for them, this is really good. And like you said, the pen testers that are doing it, they were kind of coming down from their expertise to kind of do things that should have been automated. They get to focus on the bigger ticket items. That's a really big point. >> Exactly. So we free them, we free the pen testers for the higher level elements of the penetration testing segment, and that is typically the application testing, which is currently far away from being automated. >> Yeah, and that's where the most critical workloads are, and I think this is the nice balance. Congratulations on the international expansion of the program, and thanks for coming on this special presentation. I really appreciate it. Thank you very much. >> You're welcome. >> Okay, this is theCUBE special presentation, you know, checking on pen test automation, international expansion, Horizon3.ai. A really innovative solution. In our next segment, Chris Hill, Sector Head for Strategic Accounts, will discuss the power of Horizon3.ai and Splunk in action. You're watching theCUBE, the leader in high tech enterprise coverage. (steady music)

>>Hey everyone. Lisa Martin of the cube here, HPE and AMD better together with Shi is the name of our segment. And I'm here with four guests. Please. Welcome Charlie Mulrooney global presales engineering manager at Athi John saws also of Shi joins this global pre-sales technical consultant. And back with me are Terry Richardson, north American channel chief and Dr. John Fry, chief technologist, sustainable transformation at HPE. Welcome gang. Great to have you all here. >>Thank you, Lisa. Thanks. You good to be here? >>All right, Charlie, let's go ahead and start with you. Keeping the earth sustainable and minimizing carbon emissions. Greenhouse gases is a huge priority for businesses, right? Everywhere. Globally. Can you talk Charlie about what Shi is seeing in the marketplace with respect to sustainable? It? >>Sure. So starting about a year and a half, two years ago, we really noticed that our customers certainly our largest enterprise customers were putting into their annual reports, their chairman's letters, their sec filings that they had sustainability initiatives ranging from achieving carbon neutral or carbon zero goals starting with 2050 dates. And then since then we've seen 20, 40, and 2030 targets to achieve net neutrality and RFPs, RFIs that we're fielding. Certainly all now contain elements of that. So this is certainly top of mind for our largest customers, our fortune two 50 and fortune 500 customers. For sure. We're, we're seeing an onslaught of requests for this. We get into many conversations with the folks that are leading these efforts to understand, you know, here's what we have today. What can we do better? What can we do different to help make an impact on those goals? >>So making an impact top of mind, pretty much for everyone, as you mentioned, John SAS, let's bring you into the conversation. Now, when you're in customer conversations, what are some of the things that you talk about with respect tohis approach to sustainability, sustainable it, are you seeing more folks that are implementing things tactically versus strategically what's going on in the customer space? >>Well, so Charlie touched on something really important that, you know, the, the wake up moment for us was receiving, you know, proposal requests or customer meeting requests that were around sustainability. And it was really around two years ago, I suppose, for the first time. And those requests started coming from European based companies, cuz they had a bit of a head start over the us based global companies even. And what we found was that sustainability was already well down the road and that they were doing very interesting things to use renewable energy for data centers utilize the, they were already considering sustainability for new technologies as a high priority versus just performance cost and other factors that you typically have at the top. So as we started working with them, I guess at beginning it was more tactical cuz we really had to find a way to respond. >>We were starting to be asked about our own efforts and in regards to sustainability, we have our headquarters in Somerset and our second headquarters in Austin, Texas, those are lead gold certified. We've been installing solar panels, reducing waste across the company, recycling efforts and so forth charging stations for electric vehicles, all that sort of thing to make our company more sustainable in, in, in our offices and in our headquarters. But it's a lot more than that. And what we found was that we wanted to look to our vast number of, of customers and partners. We have over 30,000 partners that would work with globally and tens of thousands of customers. And we wanted to find best practices and technologies and services that we could talk about with these customers and apply and help integrate together as a, as a really large global reseller and integrator. We can have a play there and bring these things together from multiple partners that we work with to help solve customer problems. And so over time it's become more strategic and we've been as a company building the, the, the, the, the forward efforts through organizing a true formal sustainability team and growing that, and then also reporting for CDP Ecova and so forth. And it's really that all has been coming about in the last couple of years. And we take it very seriously. >>It sounds like, and it also sounds like from the customer's perspective, they're shifting from that tactical, maybe early initial approach to being more strategic, to really enabling sustainable it across their organization. And I imagine from a business driver's perspective, John saws and Charlie, are you hearing customers? You talked about it being part of RFPs, but also where are customers in terms of, we need to have a sustainable it strategy so that we can attract and retain the right investors we can attract and retain customers. Charlie, John, what are your thoughts on that? >>Yeah, that's top of mind with, with all the folks that we're talking to, I would say there's probably a three way tie for the importance of attracting and retaining investors. As you said, plus customers, customers are shopping, their customers are shopping for who has aligned their ESG priorities and sustainable priorities with their own and who is gonna help them with their own reporting of, you know, scope two and ultimately scope three reporting from greenhouse gas emissions and then the attracting and retaining talent. It's another element now of when you're bringing on new talent to your organization, they have a choice and they're thinking with their decision to accept a role or not within your organization of what your strategies are and do they align. So we're seeing those almost interchangeable in terms of priorities with, with the customers we're talking to. And it was a little surprising, cuz it, we thought initially this is really focused on investors attracting the investors, but it really has become quite a bit more than that. And it's been actually very interesting to see the development of that prioritization >>More comprehensive across the organization. Let's bring Dr. John Fry into the conversation and Terry your next. So stay tuned. Dr. Fry, can you talk about HPE and S H I partnering together? What are some of the key aspects of the relationship that help one another support and enable each other's aggressive goals where sustainability is concerned? >>Yeah, it's a great question. And one of the things about the sustainability domain in solving these climate challenges that we all have is we've got to come together and partner to solve them. No one company's going to solve them by themselves and for our collective customers the same way. From an HPE perspective, we bring the expertise on our products. We bring in sustainable it point of view, where we've written many white papers on the topic and even workbooks that help companies implement a sustainable it program. But our direct sales forces can't reach all of our customers. And in many cases we don't have the local knowledge that our business partners like Shi bring to the table. So they extend the reach, they bring their own expertise. Their portfolio that they offer to the customer is wider than just enterprise products. So by working together, we can do a better job of helping the customer meet their own needs, give them the right technology solutions and enhance that customer experience because they get more value from us collectively. >>It really is better together, which is in a very appropriate name for our segment here. Terry, let's bring you into the conversation. Talk to us about AMD. How is it helping customers to create that sustainable it strategy? And what are some of the differentiators that what AMD is doing that, that are able to be delivered through partners like Shi? >>Well, Lisa, you used the word enabling just a short while ago. And fundamentally AMD enables HPE and partners like Shi to bring differentiated solutions to customers. So in the data center space, we began our journey in 2017 with some fundamental design elements for our processor technology that were really keenly focused on improving performance, but also efficiency. So now the, the most common measure that we see for the types of customers that Charlie and John were talking about is really that measure of performance per wat. And you'll continue to see AMD enabled customers to, to try to find ways to, to do more in a sustainable way within the constraints that they may be facing, whether it's availability of power data center space, or just needing to meet overall sustainability goals. So we have skills and expertise and tools that we make available to HPE and two Shi to help them have even stronger differentiated conversations with customers. >>Sounds like to me, Terry, that it's, that AMD can be even more of an more than an enabler, but really an accelerator of what customers are able to do from a strategic perspective on sustainability. >>You you're right about that. And, and we actually have tools, greenhouse gas, TCO tools that can be leveraged to really quantify the impact of some of the, the new technology decisions that customers are making to allow them to achieve their goals. So we're really proud of the work that we're doing in partnership with companies like HPE and Shi >>Better together. As we said at the beginning in just a minute ago, Charlie, let's bring you back in, talk to us a little bit about what Shi is doing to leverage sustainable it and enable your customers to meet their sustainability goals and their initiatives. >>So for quite a while, we've had some offerings to help customers, especially in the end user compute side. A lot of customers were interested in, I've got assets for, you know, let's say a large sales force that had been carrying tablets or laptops and, you know, those need to be refreshed. What do I do with those? How do I responsibly retire or recycle those? And we've been offering solutions for that for quite some time. It's within the last year or two, when we started offering for them guarantees and assurances assurances of how they can, if that equipment is reusable by somebody else, how can we issue them? You know, credits for carbon credits for reuse of that equipment somewhere else. So it's not necessarily going to be e-waste, it's something that can be recycled and reused. We have other programs with helping extend the life of, of some systems where they look at well, I have a awful lot of data on these machines where historically they might want to just retire those because the, the, the sensitivity of the data needed to be handled very specifically. We can help them properly remove the sensitive data and still allow reuse of that equipment. So we've been able to come up with some creative solutions specifically around end user compute in the past, but we are looking to new ways now to really help extend that into data center infrastructure and beyond to really help with what are the needs, what are the, the best ways to help our customers handle the things that are challenging them. >>That's a great point that you bring up. Charlie and security kind of popped into my head here, John Saul's question for you when you're in customer conversations and you're talking about, or maybe they're talking about help us with waste reduction with recycling, where are you having those customer conversations? Cause I know sustainability is a board level, it's a C level discussion, but where are you having those conversations within the customer organization? >>Well, so it's a, it's a combination of organizations within the customer. These are these global organizations. Typically when we're talking about asset life cycle management, asset recovery, how do you do that in a sustainable green way and securely the customers we're dealing with? I mean, security is top sustainability is right up there too. O obviously, but Charlie touched on a lot of those things and these are global rollouts, tens of thousands of employees typically to, to have mobile devices, laptops, and phones, and so forth. And they often are looking for a true managed service around the world that takes into consideration things like the most efficient way to ship products to, to the employees. And how do you do that in a sustainably? You need to think about that. Does it all go to a central location or to each individual's home during the pandemic that made a lot of sense to do it that way? >>And I think the reason I wanted to touch on those things is that, well for, for example, one European pharmaceutical that states in their reports that they're already in scope one in scope two they're fully net zero at this point. And, and they say, but that only solves 3% of our overall sustainability goals. 97% is scope three, it's travel, it's shipping. It's, it's, it's all the, the, all these things that are out of their direct control a lot of times, but they're coming to us now as a, as a supplier and as, and, and we're filling out, you know, forms and RFPs and so forth to show that we can be a sustainable supplier in their supply chain because that's their next big goal >>Sustain sustainable supply chain. Absolutely. Yes. Dr. John Fry and Terry, I want to kind of get your perspectives. Charlie talked about from a customer requirements perspective, customers coming through RFP saying, Hey, we've gotta work with vendors who have clear sustainability initiatives that are well underway, HPE and AMD hearing the same thing Dr. Fry will start with you. And then Terry >>Sure, absolutely. We receive about 2,500 customer questionnaires just on sustainability every year. And that's come up from a few hundred. So yeah, absolutely accelerating. Then the conversations turn deeper. Can you help us quantify our carbon emissions and power consumption? Then the conversation has recently gone even further to when can HPE offer net zero or carbon neutral technology solutions to the customer so that they don't have to account for those solutions in their own carbon footprint. So the questions are getting more sophisticated, the need for the data and the accuracy of the data is climbing. And as we see potential regulatory disclosure requirements around carbon emissions, I think this trend is just gonna continue up. >>Yeah. And we see the same thing. We get asked more and more from our customers and partners around our own corporate sustainability goals. But the surveying that survey work that we've done with customers has led us to, you know, understand that, you know, approximately 75% of customers are gonna make sustainability goals, a key component of their RFIs in 2023, which is right around the corner. And, and, you know, 60% of those same customers really expect to have business level KPIs in the new year that are really related to sustainability. So this is not just a, a kind of a buzzword topic. This is, this is kind of business imperatives that, you know, the company, the companies like HPE and AMD and the partners like I, that really stand behind it and really are proactive in getting out in front of customers to help are really gonna be ahead of the game. >>That's a great point that you make Terry there that this isn't, we're not talking about a buzzword here. We're talking about a business imperative for businesses of probably all sizes across all industries and Dr. Far, you mentioned regulations. And something that we just noticed is that the S E C recently said, it's proposing some rules where companies must disclose greenhouse gas emissions. If they were, if that were to, to come into play, I'm gonna pun back to Charlie and John saws. How would Shi and, and frankly at HPE and AMD be able to help companies comply if that type of regulation were to be implemented. Charlie. >>Yeah. So we are in the process right now of building out a service to help customers specifically with that, with the reporting, we know reporting is a challenge. The scope two reporting is a challenge and scope three that I guess people thought was gonna be a ways out now, all of a sudden, Hey, if you have made a public statement that you're going to make an impact on your scope three targets, then you have to report on them. So that, that has become really important very quickly as word about this requirement is rumbling around there's concern. So we are actually working right now on something it's a little too early to fully disclose, but stay tuned, cuz we have something coming. That's interesting. >>Definitely PED my, my ears are, are, are perk here. Charlie, we'll stay tuned for that. Dr. Fry. Terry, can you talk about together with Shi HPE and AMD enabling customers to manage access to the da data obviously, which is critical and it's doing nothing but growing and proliferating key folks need access to it. We talked a little bit about security, but how are from a better together perspective, Dr. Fry will start with you, how are you really helping organizations on that sustainability journey to ensure that data can be accessible to those who need it when they need it? And at these days what it's real time requirements. >>Yeah. It's, it's an increasing challenge. In fact, we have changed the H HP story the way we talk about H HP's value proposition to talk about data first modernization. So how often do you collect data? Where do you store it? How do you avoid moving it? How do you make sure if you're going to collect data, you get insights from that data that change your business or add business value. And then how long do you retain that data afterward and all of that factors into sustainable it, because when I talk to technology executives, what they tell me again, and again, is there's this presumption within their user community, that storage is free. And so when, when they have needs for collecting data, for example, if, if once an hour would do okay, but the system would collect it once a minute, the default, the user asks for of course, once a minute. And then are you getting insights from that data? Or are we moving it that becomes more important when you're moving data back and forth between the public cloud or the edge, because there is quite a network penalty for moving that equipment across your network. There's huge power and carbon implications of doing that. So it's really making a better decision about what do we collect, why do we collect it, what we're gonna do with it when we collect and how we store it. >>And, and for years, customers have really talked about, you know, modernization and the need to modernize their data center. You know, I, I fundamentally believe that sustainability is really that catalyst to really drive true modernization. And as they think forward, you know, when we work with, with HPE, you know, they offer a variety of purpose-built servers that can play a role in, you know, specific customer workloads from the largest, super computers down to kind of general purpose servers. And when we work with partners like Shi, not only can they deliver the full suite of offerings for on premise deployments, they're also very well positioned to leverage the public cloud infrastructure for those workloads that really belong there. And, and that certainly can help customers kind of achieve an end to end sustainability goal. >>That's a great point that, that it needs to be strategic, but it also needs to be an end to end goal. We're just about out of time, but I wanted to give John saws the last word here, take us out, John, what are some of the things Charlie kind of teased some of the things that are coming out that piqued my interest, but what are some of the things that you are excited about as HPE AMD and Shi really help customers achieve their sustainability initiatives? >>Sure. Couple comments here. So Charlie, yeah, you touched on some upcoming capabilities that Shi will have around the area of monitoring and management. See, this is difficult for all customers to be able to report in this formal way. This is a train coming at everybody very quickly and they're not ready. Most customers aren't ready. And if we can help as, as a reseller integrator assessments, to be able to understand what they're currently running compare to different scenarios of where they could go to in a future state, that seems valuable if we can help in that way. That's, those are things that we're looking into specifically, you know, greenhouse gas, emissions, relevant assessments, and, and, and within the comments of, of, of Terry and, and John around the, the power per wat and the vast portfolio of, of technologies that they, that they had to address various workloads is, is fantastic. >>We'd be able to help point to technologies like that and move customers in that direction. I think as a, as an integrator and a technical advisor to customers, I saw an article on BBC this morning that I, I, I think if, if we think about how we're working with our customers and we can help them maybe think differently about how they're using their technology to solve problems. The BBC article mentioned this was Ethereum, a cryptocurrency, and they have a big project called merge. And today was a go live date. And BBC us news outlets have been reporting on it. They basically changed the model from a model called power of work, which takes a, a lot of compute and graphic, GPU power and so forth around the world. And it's now called power of stake, which means that the people that validate that their actions in this environment are correct. >>They have to put up a stake of their own cryptocurrency. And if they're wrong, it's taken from them. This new model reduces the emissions of their environment by 99 plus percent. The June emissions from Ethereum were, it was 120 telos per, per year, a Terra terat hours per year. And they reduced it actually, that's the equivalent of what the net Netherlands needed for energy, so comparable to a medium sized country. So if you can think differently about how to solve problems, it may be on-prem, it may be GreenLake. It may be, it may be the public cloud in some cases or other, you know, interesting, innovative technologies that, that AMD HPE, other partners that we can bring in along, along with them as well, we can solve problems differently. There is a lot going on >>The opportunities that you all talked about to really make such a huge societal impact and impact to our planet are exciting. We thank you so much for talking together about how HPE AMD and SSHA are really working in partnership in synergy to help your customers across every organization, really become much more focused, much more collaborative about sustainable it. Guys. We so appreciate your time and thank you for your insights. >>Thank you, Lisa. Thank you. My >>Pleasure. Thank you, Lisa. You're watching the cube, the leader in high tech enterprise coverage.

foreign [Music] Lisa Martin of the cube here hpe and AMD better together with Shi is the name of our segment and I'm here with four guests please welcome Charlie mulrooney Global pre-sales engineering manager at SHI John saw is also of shi joins us Global pre-sales Technical consultant and back with me are Terry Richardson North American Channel Chief and Dr John Fry Chief technologist of sustainable transformation at hpe welcome gang great to have you here all here Thank you Lisa thank you good to be here all right Charlie let's go ahead and start with you keeping the Earth sustainable and minimizing carbon emissions greenhouse gases is a huge priority for businesses right everywhere globally can you talk truly about what Shi is seeing in the marketplace with respect to sustainable I.T sure so starting about a year and a half two years ago we really noticed that our customers certainly our largest Enterprise customers were putting into their annual reports their Chairman's letters their SEC filings that they had sustainability initiatives ranging from achieving carbon neutral uh or carbon zero goals starting with 20 50 dates and then since then we've seen 20 40 and 2030 targets to achieve net neutrality and rfps rfis that we're Fielding certainly all now contain elements of that so this is certainly top of mind for our largest customers our Fortune 250 and Fortune 500 customers for sure where we're seeing an onslaught of requests for this we get into many conversations with the folks that are leading these efforts to understand you know here's what we have today what can we do better what can we do different to help make it an impact on those goals so making an impact top of Mind pretty much for everyone as you mentioned John Sal's let's bring you into the conversation now when you're in customer conversations what are some of the things that you talk about with respect to shi's approach to sustainability sustainable I.T are you seeing more folks that are implementing things tactically versus strategically what's going on in the customer space well so Charlie touched on something really important that you know the the wake-up moment for us was receiving you know proposal requests or customer meeting requests that were around sustainability and it was really around two years ago I suppose for the first time and those requests started coming from european-based companies because they had a bit of a head start uh over the U.S based global companies even um and what we found was that sustainability was already well down the road and that they were doing very interesting things to uh use renewable energy for data centers uh utilized they were already considering sustainability for new technologies as a high priority versus just performance costs and other factors that you typically had at the top so as we started working with them uh I guess that beginning was more tactical because we really had to find a way to respond uh we were starting to be asked about our own efforts and in regards to sustainability we have our headquarters in Somerset and our second Headquarters in Austin Texas um those are the gold certified we've been installing solar panels producing waste across the company recycling efforts and so forth charging stations for electric vehicles all that sort of thing to make our company more sustainable in in uh in our offices and in our headquarters um but it's a lot more than that and what we found was that we wanted to look to our vast number of supply of customers and partners we have over 30 000 partners that would work with globally and tens of thousands of customers and we wanted to find best practices and Technologies and services that we could uh talk about with these customers and apply and help integrate together as a as a really large Global uh reseller and integrator we can have a play there and bring these things together from multiple uh partners that we work with to help solve customer problems and so over time it's become more strategic and we've been uh as a company building the uh the the the forward efforts through organizing a true formal sustainability team and growing that um and then also reporting for CDP echovatus and so forth and it's really that all has been coming about in the last couple of years and we take it very seriously it sounds like it also sounds like from the customer's perspective they're shifting from that tactical maybe early initial approach to being more strategic to really enabling sustainable I.T across their organization and I imagine from a business driver's perspective John saws and Charlie are you hearing customers you talked about it being part of rfps but also where are customers in terms of we need to have a sustainable I.T strategy so that we can attract and retain the right investors we can attract and retain customers Charlie John what are your thoughts on that yeah that's top of mind with uh with all the folks that we're talking to uh I would say there's probably a three-way tie for the importance of uh attracting and retaining investors as you said plus customers customers are shopping their customers are shopping for who has aligned their ESG priorities in sustainable priorities uh with their own and who is going to help them with their own reporting of you know spoke to and ultimately scope three reporting from greenhouse gas emissions and then the attracting and retaining Talent uh it's another element now of when you're bringing on a new talent to your organization they have a choice and they're thinking with their decision to accept a role or not within your organization of what your strategies are and do they align so we're seeing those almost interchangeable in terms of priorities with with the customers we're talking to it was a little surprising because we thought initially this is really focused on investors attracting the investors but it really has become quite a bit more than that and it's been actually very interesting to see the development of that prioritization more comprehensive across the organization let's bring Dr John Fry into the conversation and Terry your neck so stay tuned Dr Frey can you talk about hpe and Shia partnering together what are some of the key aspects of the relationship that help one another support and enable each other's aggressive goals where sustainability is concerned yeah it's a great question and one of the things about the sustainability domain in solving these climate challenges that we all have is we've got to come together and partner to solve them no one company's going to solve them by themselves and for our Collective customers the same way from an hpe perspective we bring the expertise on our products we bring in a sustainable I.T point of view where we've written many white papers on the topic and even workbooks that help companies Implement a sustainable I.T program but our direct sales forces can't reach all of our customers and in many cases we don't have the local knowledge that our business partners like Shi bring to the table so they extend the reach they bring their own expertise their portfolio that they offer to the customer is wider than just Enterprise Products so by working together we can do a better job of helping the customer meet their own needs give them the right Technology Solutions and enhance that customer experience it's because they get more value from us collectively it really is better together which is a very appropriate name for our segment here Terry let's bring you into the conversation talk to us about AMD how is it helping customers to create that sustainable I.T strategy and what are some of the differentiators that what AMD is doing that that are able to be delivered through Partners like Shi well Lisa you use the word enabling um just a short while ago and fundamentally AMD enables hpe and partners like Shi to bring differentiated solutions to customers so in the data center space We Begin our journey in 2017 with some fundamental Design Elements for our processor technology that we're really keenly focused on improving performance but also efficiency so now the the most common measure that we see for the types of customers that Charlie and John were talking about was really that measure of performance per watt and you'll continue to see AMD enable um customers to to try to find ways to to do more in a sustainable way within the constraints that they may be facing whether it's availability of power data center space or just needing to meet overall sustainability goals so we have skills and expertise and tools that we make available to hpe and to Shi to help them have even stronger differentiated conversations with customers sounds like to me Terry that it's that AMD can be even more of an more than an enabler but really an accelerator of what customers are able to do from a strategic perspective on sustainability you're right about that and and we actually have tools greenhouse gas TCO tools that can be leveraged to really quantify the impact of some of the the new technology decisions that customers are making to allow them to achieve their goals so we're really proud of the work that we're doing in partnership with companies like hpe and Shi Better Together as we've said at the beginning and just a minute ago Charlie let's bring you back in talk to us a little bit about what Shi is doing to leverage sustainable I.T and enable your customers to meet their sustainability goals and their initiatives so for quite a while we've had uh some offerings to help customers especially in the end user compute side a lot of customers were interested in I've got assets for you know let's say a large sales force that had been carrying tablets or laptops and you know those need to be refreshed what do I do with those how do I responsibly retire or recycle those and we've been offering solutions for that for quite some time it's within the last year or two when we started offering for them guarantees and Assurance assurances of how they can if that equipment is reusable by somebody else how can we issue them you know credits for uh carving credits for reuse of that equipment somewhere else so it's not necessarily going to be E-Waste it's uh something that can be recycled and reused we have other programs with helping extend the life of of some systems where they look at boy I have an awful lot of data on these machines where historically they might want to just retire those because the the sensitivity of the data needed to be handled very specifically we can help them properly remove the sensitive data and still allow reuse of that equipment so we've been able to accomplish some Creative Solutions specifically around end user compute in the past but we are looking to new ways now to to really help extend that into Data Center infrastructure and Beyond to really help with what are the needs what are the the best ways to help our customers handle the things that are challenging them [Music] that's a great point that you bring up Charlie and the security kind of popped into my head here John saw his question for you when you're in customer conversations and you're talking about or maybe they're talking about help us with waste reduction with recycling where are you having those customer conversations I know sustainability is a board level it's a c-level discussion but where are you having those conversations within the customer organization well so it's a it's a combination of um organizations within the customer these are these Global organizations typically when we're talking about asset like cycle management asset recovery how do you do that in a sustainable Green Way and securely the customers we're dealing with I mean security is top sustainability is right up there too obviously but uh um Charlie touched on a lot of those things and these are Global rollouts tens of thousands of employees typically to to have mobile devices laptops and phones and so forth um and they often are looking for a true managed service around the world that takes into consideration things like the most efficient way to ship products to to the employees and how do you do that in a sustainable way you need to think about that does it all go to a central location um or to each individual's home during the pandemic that made a lot of sense to do it that way I think the reason I wanted to touch on those things is that well for for example one European pharmaceutical that the states and their reports that they are already in scope one in scope two they're fully uh Net Zero at this point and and they say but that only solves three percent of our overall sustainability goals uh 97 is scope three it's travel it's shipping it's it's uh it's all the all these things that are out of their direct control a lot of times but they're coming to us now as a as a supplier and ask and and we're filling out forms and rfps and so forth uh to show that we can be a sustainable supplier in their supply chain because that's their next big goal so sustainable supply chain absolutely Dr John Fry and Terry I want to kind of get your perspectives Charlie talked about from a customer requirements perspective customers coming through RFP saying hey we've got to work with vendors who have clear sustainability initiatives that are well underway hpe and AMD hearing the same thing Dr Fry will start with you and then Terry sure absolutely we receive about 2500 customer questionnaires just on sustainability every year and that's come up from a few hundred so yeah absolutely accelerating then the conversations turn deeper can you help us quantify our carbon emissions and power consumption then the conversation has recently gone even further to when can hpe offer Net Zero or carbon neutral Technology Solutions to the customer so that they don't have to account for those Solutions in their own carbon footprint so the questions are getting more sophisticated the need for the data and the accuracy of the data is climbing and as we see potential regulatory disclosure requirements around carbon emissions I think this trend is just going to continue up yeah and we see the same thing uh we get asked more and more from our customers and partners around our own corporate sustainability goals but the surveying that the survey work that we've done with customers has led us to you know understand that you know approximately 75 percent of customers are going to make sustainability goals a key component of their rfis in 2023 which is right around the corner and you know 60 of those same customers really expect to have business level kpis uh in the new year that are really related to sustainability so this is not just a a kind of a buzzword topic this is this is kind of business imperatives that you know the company the companies like hpe and AMD and the partners like Shi that really stand behind it and really are proactive in getting out in front of customers to help are really going to be ahead of the game that's a great point that you make Terry there that this isn't we're not talking about a buzzword here we're talking about a business imperative for businesses of probably all sizes across all Industries and Dr Farr you mentioned regulations and something that we just noticed is that the SEC recently said it's proposing some rules where companies must disclose greenhouse gas emissions um if they were if that were to to come into play I'm going to come back to Charlie and John saws how would Shi and frankly at hpe and AMD be able to help companies comply if that type of Regulation were to be implemented Charlie yeah so we are in the process right now of building out a service to help customers specifically with that with the reporting we know reporting is a challenge uh the scope 2 reporting is a challenge and scope three that I guess people thought was going to be a ways out now all of a sudden hey if you have made a public statement that you're going to make an impact on your scope three uh targets and you have to report on them so that that has become really important very quickly uh as word about this requirement is rumbling around uh there's concern so we are actually working right now on something it's a little too early to fully disclose but stay tuned because we have something coming that's interesting definitely peaked my ears are are parked here Charlie well stay tuned for that Dr Brian Terry can you talk about together with Shi hpe and AMD enabling customers to manage access to the data obviously which is critical and it's doing nothing but growing and proliferating key folks need access to it we talked a little bit about security but how are from a Better Together perspective Dr Fry will start with you how are you really helping organizations on that sustainability journey to ensure that data can be accessible to those who need it when they need it and these days what is real-time requirements yeah it's an increasing challenge in fact we have changed the HP Story the way we talk about hpe's value proposition to talk about data first modernization so how often do you collect data where do you store it how do you avoid moving it how do you make sure if you're going to collect data you get insights from that data that change your business or add business value and then how long do you retain that data afterward and all of that factors into sustainable I.T because when I talk to technology Executives what they tell me again and again is there's this presumption within their user community that storage is free and so when when they have needs for collecting data for example if if once an hour would do okay but the system would collect it once a minute the default the user asks for of course is once a minute and then are you getting insights from that data or are we moving it that becomes more important when you're moving data back and forth between the public cloud or the edge because there is quite a network penalty for moving that equipment across your network there's huge power and carbon implications of doing that so it's really making a better decision about what do we collect why do we collect it what we're going to do with it when we collect and how we store it and for years customers have really talked about you know modernization and the need to modernize their data center you know I fundamentally believe that sustainability is really that Catalyst to really Drive true modernization and as they think forward um you know when we work with with hpe you know they offer a variety of purpose-built servers that can play a role in you know specific customer workloads from the larger supercomputers down to kind of general purpose servers and when we work with Partners like Shi not only can they deliver the full Suite of um offerings for on-premise deployments they're also very well positioned to leverage the public Cloud infrastructure for those workloads that really belong there and that certainly can help customers kind of achieve an end-to-end sustainability goal that's a great point that that it needs to be strategic but it also needs to be an end-to-end goal we're just about out of time but I wanted to give John saws the last word here take us out John what are some of the things Charlie kind of teased some of the things that are coming out that piqued my interest but what are some of the things that you're excited about as hpe AMD and Shi really help customers achieve their sustainability initiatives sure um a couple of comments here um so Charlie yeah you touched on some upcoming capabilities uh that uh Shi will have around the area of monitoring and management see this is difficult for all customers to be able to report in this formal way this is a train coming at everybody very quickly and um they're not ready most customers aren't ready and if we can help um as as a reseller integrator assessments to be able to understand what they're currently running compared to different scenarios of where they could go to in a future state that seems valuable if we can help in that way that's those are things that we're looking into specifically uh you know greenhouse gas emissions relevant assessments and and um and what in the comments uh of Terry and John around the power per watt and um the vast um uh portfolio of technologies that they that they had to address various workloads is uh is fantastic we'd be able to help point to Technologies like that and move customers in that direction I think as a as an integrator and a technical advisor to customers I saw an article on BBC this morning that I I think if we think about how we're working with our customers and we can help them maybe think differently about how they're using their technology to solve problems um the BBC article mentioned this was ethereum a cryptocurrency and they have a big project called merge and today was a go live date and BBC US news outlets have been reporting on it they basically changed the model from a model called The Power of work which takes a a lot of compute and graphic GPU power and so forth around the world and it's now called a power of stake which means that the people that validate that their actions in this environment are correct they have to put up a stake of their own cryptocurrency and if they're wrong it's taken from them this new model reduces the emissions of their um uh environment by 99 plus percent the June emissions from ethereum were it was 120 uh terawatts per per year terawatt hours per year and they reduced it um actually that's the equivalent of what the Netherlands needed for energy so the comparable to a medium-sized country so if you can think differently about how to solve problems it may be on-prem it may be extremely it may be that may be the public cloud in some cases or other you know interesting Innovative Technologies that the AMD hpe other partners that we can bring in along along with them as well we can solve problems differently there is a lot going on the opportunities that you all talked about to really make such a huge societal impact and impact to our planet are exciting we thank you so much for talking together about how hpe AMD and sha are really working in partnership in Synergy to help your customers across every organization really become much more focused much more collaborative about sustainable I.T guys we so appreciate your time and thank you for your insights Thank you Lisa thank you my pleasure for my guests I'm Lisa Martin in a moment Dan Molina is going to join me he's the co-president and chief technology officer of nth generation you're watching the cube the leader in high tech Enterprise coverage [Music]

>>We're back at your storage service. Emil Stan is here. He's the chief commercial officer and chief marketing officer of open line. Thank you, Emil, for coming on the cube. Appreciate your time. >>Thank you, David. Nice. Uh, glad to be here. >>Yeah. So tell us about open line. You're a managed service provider. What's your focus? >>Yeah, we're actually a cloud managed service provider and I do put cloud in front of the managed services because it's not just only the scripts that we manage. We have to manage the clouds as well nowadays. And then unfortunately, everybody only thinks there's one cloud. But's always multiple layers in the cloud. So we have a lot of work in integrating, uh, it where a cloud manages provider in the Netherlands, focusing on, uh, companies who have a head office in the Netherlands, mainly in the, uh, healthcare local government, social housing logistics department. And then in the midsize companies between say 250 to 10,000 office employees. Uh, and that's what we do. We provide them with excellent cloud managed services, uh, as it should be >>Interesting, you know, lot early on in the cloud days, highly regulated industries like healthcare government were somewhat afraid of the cloud. So I'm sure that's one of the ways in which you provide value to your customers is helping them become cloud proficient. Maybe you could talk a little bit more about the value prop to customers. Why do they do business with you? >>Yeah, I think, uh, there are a number of reasons why they do business with us or choose to choose for our managed services provider. Tracy, of course, are looking for stability and continuity, uh, and, and from a cost perspective, predict predictable costs, but nowadays you also have a shortage in personnel and knowledge. So, and it's not always very easy for them to access, uh, those skill sets because most it, people just want to have, uh, a great variety in work, what they are doing, uh, towards, towards the local government, uh, healthcare, social housing. They actually, uh, a sector that, uh, that are really in between embracing the public cloud, but also have a lot of legacy and, and bringing together best of all, worlds is what we do. So we also bring them comfort. We do understand what legacy, uh, needs from a manager's perspective. We also know how to leverage the benefits in the public cloud. Uh, and, uh, I'd say from a marketing perspective, actually, we focus on using an ideal cloud, being a mix of traditional and future based cloud. >>Thank you. I, you know, I'd like to get your perspective on this idea of as a service and the, as a service economy that we often talk about on the cube. I mean, you work with a lot of different companies. We talked about some of the industries and, and increasingly it seems like organizations are focused more on outcomes, continuous value delivery via, you know, suites of services and, and they're leaning into platforms versus one off product offerings, you know, do you see that? How do you see your customers reacting to this as a service trend? >>Yeah. Uh, to be honest, sometimes it makes it more complex because services like, look at your Android or iPhone, you can buy apps, uh, and download apps the way you went to. So they have a lot of apps, but how do you integrate it into one excellent workflow, something that works for you, David or works for me? Uh, so the difficulty, some sometimes lies in, uh, the easy accessibility that you have to those solutions, but nobody takes into account that they're all part of a chain or workflow supply chain, uh, and, and, uh, they're being hyped as well. So what, we also have a lot of time in, in, in, in, in managing our customers, is that the tremendous feature push feature push that there is from technology providers, SaaS providers. Whereas if you provide 10 features, you only need one or two, uh, but the other eight are very distracting from your prime core business. Uh, so there's a natural way in that people are embracing, uh, SA solutions, embracing cloud solutions. Uh, but what's not taken into account as much is that we love to see it the way that you integrate all those solutions to it's something that's workable for the person that's actually using them. And it's seldomly that somebody is only using one solution. There's always a chain of solutions. Um, so yeah, there are a lot of opportunities, but also a lot of challenges for us, but also for our customers. >>Do you see that trend toward, as a service continuing, or do you actually see based on what you're just saying that pendulum, you know, swinging back and forth, somebody comes out with a new sort of feature product and that, you know, changes the dynamic or do you see as a service really having legs? >>Ah, that's very, very good question, David, because that's something that's keeps our busy all the time. We do see a trend in as a service looking at, uh, talk about pure later on. We also use pure as a service more or less. Yeah. And it really helps us. Uh, but you see, uh, um, that sometimes people make a step too, too fast, too quick, not well thought of, and then you see what they call sort of cloud repatriation, tend that people go back to what they're doing and then they stop innovating or stop leveraging. The possibilities are actually there. Uh, so from a consultancy guidance and architecture point of view, we try to help them as much possible to think in a SA thought, but just don't use the, cloud's just another data center. Eh, and so it's all about managing the maturity on our side, but on our customer side as well. >>So I'm interested in how you're sort of your philosophy and it relates, I think, in, in, in terms of how you work with pure, but how do you stay tightly in lockstep with, with your customers so that you don't over rotate so that you don't them to over rotate, but then you're not also, you don't wanna be too late to the game. How, how do you manage all that? >>Oh, there's, there's, there's a world of interactions between us and our customers. And so I think a well known, uh, uh, uh, thing that people, the most customer intimacy, that's very important for us to get to know our customers and get to predict which way they're moving. But the, the thing that we add to it is also the ecosystem intimacy. So no, the application and services landscape, our customers know the primary providers and work with them, uh, to, to, to create something that, that really fits the customers to just not look at from our own silo where a cloud managed service provider that we actually work in the ecosystem with, with, with, with the primary providers. And we have, I think where the average customers, I think we have, uh, uh, uh, in a month we have so much interactions on our operational level and technical levels, strategic level. >>We do bring together our customers also, and to jointly think about what we can do together, what we independently can never reach, but we also involve our customers in defining our own strategy. So we have something we call a customer involvement board. So we present a strategy and today, does it make sense? Eh, this is actually what you need also. So we take a lot of our efforts into our customers and we do also, uh, understand the significant moments of truth. We are now in this, in this broadcast, David there. So you can imagine that at this moment, not thinking go wrong. Uh, if, if, if the internet stops, we have a problem. And now, so we, we actually know that this broadcast is going on for our customers. And we manage that. It's always on, uh, uh, where in the other moments in the week, we might have a little less attention, but this moment we should be there in these moments of truth that we really embraced. We got them well described. Everybody working out line knows what the moment of truth is for our customers. Uh, uh, so we have a big logistics provider. For instance, you does not have to ask us to, uh, have, uh, a higher availability on black Friday or cyber Monday. We know that's the most important part in the year for him or her. Does it answer your question, David? >>Yes. We know as well. You know, when these big, the big game moments you have to be on your top, uh, top of your game. Yeah. Uh, you know, the other thing, a Emil about this as a service approach that I really like is, is it's a lot of it is consumption based and the data doesn't lie, you can see adoption, you know, D daily, weekly, monthly. And so I wonder how you're leveraging pure as a service specifically in what kind of patterns you're seeing in, in, in the adoption, >>Uh, pure as a service for our customers. It's mainly never visible. Uh, we provide storage services, provide storage solutions, storage job is part of a bigger thing of a server of application. Uh, so the real benefits to be honest of, of course, towards our customer, it's all flash, uh, uh, and they have the fast, fastest storage is available. But for ourself, we, uh, we use less resources to manage our storage. We have far more that we have a near to maintenance free storage solution now because we have it as a service and we work closely together with pure. Uh, so, uh, actually the way we treat our customers is the way pure treats us as well. And that's why there's a used click. So the real benefits, uh, uh, how we leverage is it normally we had a bunch of guys managing us storage. Now we only have one and knowing that's a shortage of it, personnel, the other persons can well be, uh, involved in other parts of our services or in other parts of an innovation. So, uh, that's simply great. >>You know, um, my takeaway Emil is that you've made infrastructure, at least, least the storage infrastructure, invisible to your customers, which is the way it should be. You didn't have to worry about it. And you've, you've also attacked the, the labor problem. You're not, you know, provisioning lungs anymore, or, you know, tuning the storage, you know, with, with arms and legs. So that's huge. So that gets me into the next topic, which is business transformation. That, that means that I can now start to attack the operational model. So I've got a different it model. Now I'm not managing infrastructure same way. So I have to shift those resources. And I'm presuming that it's a bus now becomes a business transformation discussion. How are you seeing your customers shift those resources and focus more on their business as a result of this sort of as a service trend? >>I think I do not know if they, they transform their business. Thanks to us. I think that they can more leverage their own business. They have less problems, less maintenance, et cetera, et cetera. But we also add new, uh, certainties to it, like, uh, uh, the, the latest service we we released was imutable storage being the first in the Netherlands offering this thanks to, uh, thanks to the pure technology, but for customers, it takes them to give them a good night rest because, you know, we have some, uh, geopolitical issues in the world. Uh, there's a lot of hacking. People have a lot of ransomware attacks and, and we just give them a good night rest. So from a business transformation, doesn't transform their business. I think that gives them a comfort in running your business, knowing that certain things are well arranged. You don't have to worry about that. We will do that. We'll take it out of your hands and you just go ahead and run your business. Um, so to me, it's not really transformation. It's just using the right opportunities at the right moment. >>The imutable piece is interesting because of course, but speaking of as a service, you know, anybody can go on the dark web and buy ransomware as a service. I mean, as it's, he was seeing the, as a service economy hit, hit everywhere, the good and the, and the not so good. Um, and so I presume that your customers are, are looking at, I imutability as another service capability of the service offering and really rethinking, maybe because of the recent, you know, ransomware attacks, rethinking how they, they approach, uh, business continuance, business resilience, disaster recovery. Do you see that? >>Yep, definitely. Definitely. I, not all of them yet. Imutable storage. So it's like an insurance as well. Yeah. Which you have when you have imutable storage and you have, you have a ransomware attack, at least if you part the data, which never, if data is corrupted, you cannot restore it. If your hardware is broken, you can order new hardware. Every data is corrupted. You cannot order new data. Now we got that safe and well. And so we offer them the possibility to, to do the forensics and free up their, uh, the data without a tremendous loss of time. Uh, but you also see that you raise the new, uh, how do you say, uh, the new baseline for other providers as well? Eh, so there's security of the corporate information security officer, the CIO, they're all fairly happy with that. And they, they, they raise the baseline for others as well. So they can look at other security topics and look from, say a security operation center that now we can really focus on our prime business risks, because from a technical perspective, we got it covered. How can we manage the business risk, uh, which is a combination of people, processes and technology. >>Right. Makes sense. Okay. I'll give you the last word. Uh, talk about your relationship with pure, where you wanna see that, that going in the future. >>Uh, I hope we've be working together for a long time. Uh, I, I ex experienced them very involved. Uh, it's not, we have done the sell and now it's all up to you now. We really closely working together. I know if I talk to my prime marketing, Marcel height is very happy and it looks a little more or less if we work with pure, like we're working with colleagues, not with a supplier, uh, and a customer, uh, and, uh, the whole pure concept is quite fascinating. Uh, I, uh, I had the opportunity to visit San Francisco head office, and they told me to fish in how they launched pure being, if you want to implement it, it had to be on one credit card. The, the, the menu had to be on one credit card, just a simple thought of put that as your big hair, audacious goal to make the simplest, uh, implementable storage available. But for, uh, it gives me the expectation that there will be a lot of more surprises with puring in near future. Uh, and for us as a provider, what we, uh, literally really look forward to is that, that for us, these new developments will not be new migrations. It will be a gradual growth of our services on storage services. Uh, so that's what I expect, and that was what I, and we look forward to. >>Yeah, that's great. Uh, thank you so much, Emil, for coming on the, the cube and, and sharing your thoughts and best of luck to you in the future. >>Thank you. >>You're welcome. Thanks for having me. You're very welcome. Okay. In a moment, I'll be back to give you some closing thoughts on at your storage service. You're watching the cube, the leader in high tech enterprise coverage.

>>When AWS introduced the modern cloud in 2006, many people didn't realize the impact that it would have on the industry, but some did see the future of an as a service economy coming. I mean, SAS offerings came out several years before. And the idea of applying some of these concepts to infrastructure and simplifying deployment and management, you know, kinda looked enticing to a lot of customers and a subscription model, or, but yet a consumption model was seen as a valuable proposition by many customers. Why not apply it to infrastructure? And why should the hyperscalers have all the fun welcome to at your storage service? My name is Dave ante. And as an analyst at the time, I was excited about the, as a service trend early on. And one of the companies that caught my attention back in the beginning of last decade was pure storage. >>Pure not only was delivering cloud- simplicity, but it's no forklift approach to infrastructure was ahead of its time. And that's why we're here today to dig into what's happening with the, as a service trends that we see popping up all over the world today, we're gonna dig into three sessions with noted experts in the field. First pre Darie is the general manager of the digital experience business unit at pure storage. He's gonna join us. And then we bring in Steve McDowell, Steve's a senior analyst for data and storage at more insights and strategy, a well known consultancy and analyst firm. And finally, we close with Amil sta Emil is the chief commercial officer and chief marketing officer at open line, open lines, a managed service provider. They serve the mid-market and Emil's got a very wide observation space. He's gonna share what he's seeing with customers. So sit back and enjoy the show. >>The cloud has popularized many useful concepts in the past decade, working backwards from the customer two pizza teams, a DevOps mindset, the shared responsibility model in security. And of course the shift from CapEx to OPEX and as a service consumption models. The last item is what we're here to talk about today. Pay for consumption is attractive because you're not over provisioning. At least not the way you used to you'd have to buy for peak capacity events, but there are always two sides to every story and well pay for use more closely ties. It consumption to business value procurement teams. Don't always love the uncertainty of the cloud bill each month, but consumption pricing. And as a service models are here to stay in software and hardware. Hello, I'm Dave ante and welcome to at your storage service made possible by pure storage. And with me is Pash DJI. Who's the general manager of the digital experience business unit at pure Pash. Welcome to the program. >>Thanks Dave. Thanks for having me. >>You bet. Okay. We've seen this shift to, as a service, the, as a service economy, subscription models, and this as a service movement have gained real momentum. It's it's clear over the past several years, what's driving this shift. Is it pressure from investors and technology companies that are chasing the all important ARR, their annual recurring revenue stream? Is it customer driven? Give us your insights. >>Well, look, um, I think we'll do some definitional stuff first. I think we often mix the definition of a subscription and a service, but, you know, subscription is, Hey, I can go for pay up front or pay as I go. Service is more about how do I not buy something just by the outcome. So, you know, the concept of delivering storage as a service means, what do you want in storage performance, capacity availability? Like that's what you want. Well, how do you get that without having to worry about the labor of planning capacity management, those labor elements are what's driving it. So I think in the world where you have to do more with less and in a world where security becomes increasingly important, where standardization will allow you to secure your landscape against ransomware and those types of things, those trends are driving the ation of storage and the only way to deliver that is storage as a service. >>So that's, that's good. You maybe thinking about it differently than some of the other companies that I talked to, but so you, you, you've made inroads here pretty big inroads actually, and changed the thinking in enterprise data storage with a huge emphasis on simplicity. That's really pures rayon Detra. How does storage as a service fit into your innovation agenda overall? >>Well, our innovation agenda started, as you mentioned with the simplicity, you know, a decade ago with the evergreen architecture, that architecture was beyond the box. How do you go ahead and say, I can improve performance or capacity as I need it? Well, that's a foundational element to deliver a service because once you have that technology, you can say, oh, you know what? You've subscribed to this performance level. You want to raise your performance level and yes, that'll be a higher dollar per gig or dollar per terabyte. But how do you do that without a data migration? How do you do that with a non disruptive service change? How do you do that with a delivery via a software update, those elements of non disruptive updates. When you think SAS, Salesforce, you don't know when Salesforce doesn't update, you don't know when they're increasing something, adding a new capability just shows up. It's not a disruptive event. So to drive that standardization and sation and service delivery, you need to keep that simplicity of delivery first and foremost, and you can't allow, like, if the goal was, I want to change from this service tier to that service tier and a person needed to show up and do a day data migration, that's kind of useless. You've broken the experience of flexibility for a customer. >>Okay. So I like the Salesforce analogy, but I wanna jump out, do a little side for a second. So I I've gotta, I've gotta make some commitment to pure, right. Some baseline commitment. And if I do, then I can dial up and pay for what I use and I can dial it down. Correct? Correct. Okay. I can't do that with Salesforce. <laugh> right. I could dial up, but then I'm stuck with those licenses. So you have a better model in Salesforce. I would argue. Okay. Yeah, >>I would, I would agree with that. >>Okay. So, and I gotta pay for everything up front anyway. Um, let's go back. I was kind of pushing at you a little bit at my upfront, you know, about, you know, the ARR model, the, the all important, you know, financial metric, but let's talk from the customers standpoint. What are the benefits of consuming storage as a service from your customer's perspective? >>Well, one is when you start your storage journey, do you really know what you need? And I would argue most of the time people are guessing, right? It's like, well, I think I need this. This is the performance I think I need. Or this is the capacity I think I need. And, you know, with the scientific method, you actually deploy something and you're like, do I need more? Do I need less? You find out as you're deploying. So in a storage as a service world, when you have the ability to move up performance levels or move out capacity levels, and you have that flexibility, then you have the ability to just to meet demand as you deploy. And that's the most important element of meeting business needs today. The applications you deploy are not in your control when you're providing storage to your end consumers. >>Yeah. They're gonna want different levels of storage. They're gonna want different performance thresholds. That's kind of a pay, you know, pay for performance type culture, right? You can use HR analogies for it. You pay for performance. You want top talent, you pay for it. You want top storage performance, you pay for it. Um, you don't, you can pay less and you can actually get lower performance, tiers, not everything is a tier one application. And you need the ability to deploy it. But when you start, how do you know the way your end customers are gonna be consuming? Or do you need a dictated upfront? Cause that's infrastructure dictating business inflexibility, and you never want to be in that position. >>I, I got another analogy for you. It's like, you know, we do a lot of hosting at our home and you know, like Thanksgiving, right? And you go to the liquor store and say, okay, what should I get? Should we get red wine? We gotta go white wine. We gotta get some beer. Should I get bubbles? Yeah, I get some bubbles. Cause you don't know what people are gonna have. And so you over provision everything <laugh> and then there's a run on bubbles and you're like, ah, we run outta bubbles. So you just over buy, but there's a liquor store that actually will take it back. So I gotta do business with those guys every time. Cuz it's way more flexible. I can dial up capacity or can dial up performance and dial it back down if I don't use it >>Or you or you're gonna be drinking a lot more the next few weeks. >>Yeah, exactly. Which is the last thing you want. Okay. So let's talk about how pure kind of meets this as a service demand. You've touched upon your, your differentiators from others in the market. Um, you know, love to hear about the momentum. What, what are you seeing out there? >>Yeah. Look, our business is growing well, largely built on, you know, what customers need. Um, specifically where the market is at today is there's a set of folks that are interested in the financial transformation of CapEx to OPEX, where like that definitely exists in the industry around how do I get a pay use model? The next kind of more advanced customer is interested in how do I go ahead and remove labor to deliver storage? And a service gets you there on top of a subscription. The most sophisticated customer says, how do I separate storage production with consumption and production of storage. Being a storage producer should be about standardization. So I could do policy based management. Why is that important? You know, coming back to some of the things I said earlier in the world where ransomware attacks are common, you need the standardized security policies. >>Linux has new vulnerabilities every, every other day, like find 2, 2, 3 critical vulnerabilities a week. How do you stay on top of it? The complexity of staying on top of it should be, look, let's standardize and make it a vendor problem. And assume the vendor's gonna deliver this to me. So that standardization allows you to have business policies that allow you to stay current and modern. I would argue in, you know, the traditional storage and appliance world, you buy something and the day a, the day after you buy it, it's worthless. It's like driving a car off a lot, right? The very next day, the car's not worth what it was when you bought it. Storage is the same way. So how do you ensure that your storage stays current? How do you ensure that it gets like a fine line that gets better, better with age? Well, if you're not buying storage and you're buying a performance SLA, it's up to the vendor to meet that SLA. So it actually never gets worse over time. This is the way you modernize technology and avoid technology debt as a customer. >>Yeah. I mean, just even though words you're using in the way you're thinking about this precaution, I think are, are, are different. Uh, and I love the concept of essentially taking my labor cost and transferring them to pures R and D I mean, that's essentially what you're talking about here. Um, so let's, let's, let's stick with the, the, the tech for a minute. What do you see as new or emerging technologies that are helping accelerate this shift toward the, as a service economy? >>Well, the first thing is I always tell people, you can't deliver a service without monitoring, because if you can't monitor something, how you're gonna know what your, whether you're meeting your service level obligation, right? So everything starts with data monitoring. The next step layering on the technology. Differentiation is if you need to deliver a service level, OB obligation on top of that data monitoring, you need the ability to flexibly, meet whatever performance obligations you have in a tight time window. So supply chain and being able to deliver anywhere becomes important. So if you use the analogy today of how Tesla works or a IOT system works, you have a SaaS management that actually provides instructions that push pushes those instructions and policies to the edge. In Tesla's case, that happens to be the car it'll push software updates to the car. It'll push new map updates to the car, but the car is running independently. >>It's not like if the car becomes disconnected from the internet, it's gonna crash and drive you off the road in the same way. What if you think about storage as something that needs to be wherever your application is? So people think about cloud as a destination. I think that's a fallacy. You have to think about the world in the world in the view of an application, an application needs data, and that data needs to sit in storage wherever that application sits. So for us, the storage system is just an edge device. It can be sitting in your data center, it can be sitting in a Equinix. It can be sitting in hosted, an MSP can run. It can, can even be sitting in the public cloud, but how do you have central monitoring and central management where you can push policies to update all those devices? >>Very similar to an I IOT system. So the technology advantage of doing that means that you can operate anywhere and ensure you have a consistent set of policies, a consistent set of protection, a consistent set of, you know, prevention against ransomware attack, regardless of your application, regardless of, uh, you know, where it sits, regardless of what content in you're on that approach is very similar to the way the T industry has been updating and monitoring edge devices, nest, thermostats, you know, Tesla cars, those types of things. That's the thinking that needs to come to. And that's the foundation on which we built PI as a service. >>So that implies, or at least I infer that you've obviously got control of the experience on Preem, but you're extending that, uh, into AWS, Google Azure, which suggests to me that you have to hide the underlying complexity of the primitives and APIs in that world. And then eventually, actually today, cuz you're treating everything like the edge out to the edge, you know, maybe, maybe mini pure at some point in time. But so I call that super cloud that abstraction layer that floats above all the clouds on-prem and adds that layer of value. And is this singular experience? What you're talking about pushing, you know, policy throughout, is that the right way to think about it and how does this impact the ability to deliver true storage as a service? >>Oh, uh, that's absolutely the right way of thinking about it. The things that you think about from a, an abstraction kind of fall in three buckets, first, you need management. So how do you ensure a consistent management experience creating volumes, deleting volumes, creating buckets, creating files, creating directories, like management of objects and create a consistent API across the entire landscape. The second one is monitoring, how do you measure utilization and performance obligations or capacity obligations or uh, you know, policy violations, wherever you're at. And then the third one is more of a business one, which is procurement because you can't do it independent of procurement. Meaning what happens when you run out, you need to increase your reserve commits. Do you want to go on demand? How do you integrate it into company's procurement models, such that you can say, I can use what I need and any, it's not like every change order is a request of procurement. That's gonna break an as a service delivery model. So to get embedded in a customer's landscape where they don't have to worry about storage, you have to provide that consistency on management, monitoring and procurement across the tech. And yes, this is deep technology problems, whether it's running our storage on AWS or Azure or running it on prem or, you know, at some point in the future, maybe even, um, you know, pure mini at the edge. Right. <laugh> so, you know, tho all of those things are tied to our pure, a service delivery. >>Yeah, technically non-trivial but uh, Hey, you guys are on it. Well, we gotta leave it there. Pash. Thank you. Great stuff. Really appreciate your time. >>All right. Thanks for having me, man. >>You're very welcome. Okay. In a moment, Steve McDowell from more insights and strategies, it's gonna give us the analyst perspective on, as a service, you're watching the cube, the leader in high tech enterprise coverage. >>Why are customers making the change to pure as a service >>Other vendors, offering flexible consumption models will promise you the world on the surface. It's just what you need. But then you notice the asterisk that dreaded fine print. That turns just what you need into long-term commitments, disruptive upgrades and unpredictable costs, pure storage, launched pure as a service to provide the flexibility to respond to your ever changing needs. With clear per unit costs, no large upfront purchases and no asterisks. A usage based model should be simple, innovative, and adapt with the changing market. Unlike other vendors, pure is offering exactly that with options, for service tiers and short term contracts in a single unified subscription that allows you to improve your discounts over time. Pure makes sure you can grow and upgrade without ever taking your environment offline and without the constant worry of hidden costs with complete billing, transparency, unlike any other, you only pay for what you use and pure one helps track and predict demand from day to day, making sure you never outgrow your storage. So why are customers making the change to pure as a service convenient solutions with unlimited potential without the dreaded fine print? It's as simple as that, >>We're back with Steve McDowell, the principal analyst for data and storage at more insights and strategy. Hey Steve, great to have you on, tell us a little bit about yourself. You got a really interesting background and kind of a blend of engineering and strategy and what's your research focus? >>Yeah, so my research, my focus area is data and storage and all the things around that, right? Whether it's OnPrim or cloud or, or, or, you know, software as a service. Uh, my background, as you said, is a blend, right? I grew up as an engineer. I started off as an OS developer at IBM. Uh, came up through the ranks and, and shifted over into corporate strategy and product marketing and product management. Uh, and I've been doing, uh, working as an industry analyst now for about five years, more insights and strategy. >>Steve, how do you see this playing out in the next three to five years? I mean, cloud got it all started. It's gonna snowballing, you know, however you look at it, percent of spending on storage that you think is gonna land in as a service. How, how do you see the evolution here? >>I think it buyers are looking at as a service, a consumption based is, is, uh, uh, you know, a natural model. It extends the data center, brings all of the flexibility, all of the goodness that I get from public cloud, but without all of the downside and uncertainty around cost and security and things like that, right. That also come with a public cloud and it's delivered by technology providers that I trust and that I know, and that I've worked with, you know, for, in some cases, decades. So I don't know that we have hard data on how much, uh, adoption there is of the model, but we do know that it's trending up, uh, you know, and every infrastructure provider at this point has some flavor of offering in the space. So it's, it's clearly popular with CIOs and, and it practitioners alike. >>So Steve organizations are at a they're different levels of maturity in their, their transformation journeys. And of course, as a result, they're gonna have different storage needs that are aligned with their bottom line business objectives. From an it buyer perspective, you may have data on this, even if it's anecdotal, where does storage as a service actually fit in and can it be a growth lever >>Can absolutely be, uh, a growth leader. Uh, it, it gives me the flexibility as, as an it architect to scale my business over time, without worrying about how much money I have to invest in, in storage hardware. Right? So I, I get kind of, again, that cloudlike flexibility in terms of procurement and deployment. Uh, but it gives me that control by oftentimes being on site within my permit. And I manage it like a storage array that I own. Uh, so you know, it, it's, it's beautiful for, for organizations that are scaling and, and it's equally nice for organizations that just wanna manage and control cost over time. Um, so it's, it's a model that makes a lot of sense and fits and, and certainly growing in adoption and popularity. >>How about from a technology vendor perspective you've worked for in the, in the tech industry mm-hmm <affirmative> for, for companies? What do you think is gonna define the winners and losers in this space? If you were running strategy for, uh, storage company, what would you say? >>I, I think the days of, of a storage administrator managing, you know, rate levels and recovering and things of that sort are over, right, what would, what these organizations like pure delivering, but they're offerings is, is simplicity. It's a push button approach to deploying storage to the applications and workloads that need it, right. It becomes storage as a utility. So it's not just the, you know, the consumption based economic model of, of, uh, as a service. Uh, it, it's also the manageability that comes with that, or the flexibility of management that comes with that. I can push a button, deploy bites to, to, uh, you know, a workload that needs it. Um, and it just becomes very simple, right. For the storage administrator in a way that, you know, kind of old school OnPrim storage can't really deliver. >>You know, I wanna, I wanna ask you, I mean, I've been thinking about this because again, a lot of companies are, are, you know, moving, hopping on the, as a service bandwagon, I feel like, okay, in and of itself, that's not where the innovation lives, the innovation is gonna come from making that singular experience from on-prem to the clouds across clouds, maybe eventually out to the edge. Um, do you, do you, where do you see the innovation in as a service? >>Well, there there's two levels of innovation, right? One, one is business model innovation, right? I, I now have an organizational flexibility to build the infrastructure, to support my digital transformation efforts. Um, but on the product side and the offering side, it really is, as you said, it's about the integration of experience. Every enterprise today touches a cloud in some way, shape or form, right. I have data spread, not just in my data center, but at the edge, uh, oftentimes in a public cloud, maybe a private cloud, I don't know where my data is and it really lands on the storage providers to help me manage that and deliver that, uh, uh, manageability experience, uh, to, to the it administrators. So when I look at innovation in this space, you know, it's not just a storage array and rack that I'm leasing, right? This is not another lease model. It's really fully integrated, you know, end to end management of my data and, and, you know, and all of the things around that. >>Yeah. So you, to your point about a lease model is if you're doing a lease, you know, yeah. You can shift CapEx to OPEX, but you're still committed to, to, you have to over provision, whereas here, and I wanted to ask you about that. It's, it's, it's, it's an interesting model, right? Cuz you gotta read the fine print. Of course the fine print says you gotta commit to some level typically. And then if, you know, if you go over you, you charge for what you use and you can scale that back down and that's, that's gotta be very attractive for folks. I, I wonder if you will ever see like true cloud-like consumption pricing, that is two edges to it. Right. You see consumption based pricing in some of the software models and you know yeah. People like it, the lines of business maybe cuz they pay in by the drink, but then procurement hates it cuz they don't have predictability. How do you see the pricing models? Do you see that maturing or do you think we're sort of locked in on, on where we're at? >>No, I, I do. I do see that maturing. Right? And, and when you work with a company like pure to understand their consumption based and as a service offerings, uh, it, it really is sitting down and understanding where your data needs are going to scale, right? You, you buy in at a certain level, uh, you have capacity planning. You can expand if you need to, you can shrink if you need to. So it really does put more control in the hands of the it buyer than uh, well certainly then traditional CapEx based on-prem but also more control than you would get, you know, working with an Amazon or an Azure. >>Okay. Thanks Steve. We'll leave it there for now. I'd love to have you back. Keep it right there at your storage service continues in a moment. >>Some things are meant to last your storage should be one of them say hello to the evergreen storage program, say goodbye to refreshes and rebates. Forget planned downtime, performance impact and data migrations. Forget forklift upgrades. Evergreen storage starts with your agile storage architecture and covers the entire life cycle of the array from first purchase to ongoing use. And whenever it's time to modernize and grow, your satisfaction is covered with an evergreen subscription. You can get a full refund within 30 days for any reason, >>Our right size guarantee lets you buy just the storage you need never too much. Never not enough. Your array software is all inclusive. Even future releases and features maintenance and support costs remain constant throughout the life of your array. Proactive expert support is a true white glove experience. Evergreen maintenance ensures availability of any replacement components. Meet the demands of your business and protect your investment. Evergreen gold includes controller upgrades every three years. And if something unplanned comes up, evergreen gold provides upgrade flex the leading anytime upgrade feature to upgrade controllers whenever you need it. As you expand evergreen gold provides credits to consolidate storage with denser more modern flash. Evergreen is your subscription to continuous innovation for storage that lasts 10 years or more. Some things are meant to last make your storage. One of them >>We're back at your storage service. Emil Stan is here. He's the chief commercial officer and chief marketing officer of open line. Thank you Emil for coming on the cube. Appreciate your time. >>Thank you, David. Nice. Uh, glad to be here. >>Yes. Yeah. So tell us about open line. You're a managed service provider. What's your focus? >>Yeah, we're actually a cloud managed service provider and I do put cloud in front of the managed services because it's not just only the spheres that we manage. We have to manage the clouds as well nowadays. And then unfortunately, everybody only thinks there's one cloud, but it's always multiple layers in the cloud. So we have a lot of work in integrating it. We're a cloud manages provider in the Netherlands, focusing on, uh, companies who have head office in the Netherlands, mainly in the, uh, healthcare local government, social housing logistics department. And then in the midst size companies between say 250 to 10,000 office employees. Uh, and that's what we do. We provide 'em with excellent cloud managed services, uh, as it should be >>Interesting, you know, a lot early on in the cloud days, highly regulated industries like healthcare government were somewhat afraid of the cloud. So I'm sure that's one of the ways in which you provide value to your customers is helping them become cloud proficient. Maybe you could talk a little bit more about the value prop to customers. Why do they do business with you? >>And I think, uh, there are a number of reasons why they do business with us or choose to choose for our manage services provider that first of course are looking for stability and continuity. Uh, and, and from a cost perspective, predict predictable costs. But nowadays you also have a shortage in personnel and knowledge. So, and it's not always very easy for them to access, uh, those skill sets because most it, people just want to have, uh, a great variety in work, what they are doing, uh, towards, towards the local government, uh, healthcare, social housing. They actually, uh, a sector that, uh, that are really in between embracing the public cloud, but also have a lot of legacy and, and bringing together best of all, worlds is what we do. So we also bring them comfort. We do understand what legacy, uh, needs from a manager's perspective. We also know how to leverage the benefits in the public cloud. Uh, and, uh, I'd say from a marketing perspective, actually we focus on using an ideal cloud, being a mix of traditional and future based cloud. >>Thank you. I, you know, I'd like to get your perspective on this idea of as a service and the, as a service economy that we often talk about on the cube. I mean, you work with a lot of different companies. We talked about some of the industries and, and increasingly it seems like organizations are focused more on outcomes, continuous value delivery via, you know, suites of services and, and they're leaning into platforms versus one off product offerings, you know, do you see that? How do you see your customers reacting to this as a service trend? >>Yeah. Uh, to be honest, sometimes it makes it more complex because services like, look at your Android or iPhone, you can buy apps, uh, and download apps the way you want to. So they have a lot of apps about how do you integrate it into one excellent workflow, something that works for you, David or works for me. Uh, so the difficulty, some sometimes lies in, uh, the easy accessibility that you have to those solutions, but nobody takes into account that they're all part of a chain, a workflow supply chain, uh, and, and, uh, they're being hyped as well. So what we also have a lot of time in, in, in, in managing our customers is that the tremendous feature push feature push that there is from technology providers, SaaS providers. Whereas if you provide 10 features, you only need one or two, uh, but the other eight are very distracting from your prime core business. Uh, so there's a natural way in that people are embracing, uh, SA solutions, embracing cloud solutions. Uh, but what's not taken into account as much is that we love to see it is the way that you integrate all those solutions toward something that's workable for the person that's actually using them. And it's seldomly that somebody is only using one solution. There's always a chain of solutions. Um, so yeah, there are a lot of opportunities, but also a lot of challenges for us, but also for our customers, >>You see that trend toward, as a service continuing, or do you actually see based on what you're just saying that pendulum, you know, swinging back and forth, somebody comes out with a new sort of feature product and that, you know, changes the dynamic or do you see as a service really having legs? >>Ah, I, I think that's very, very good question, David, because that's something that's keeping our busy all the time. We do see a trend in a service looking at, uh, talk about pure later on. We also use pure as a service more or less. Yeah. And that really helps us. Uh, but you see, uh, um, that sometimes people make a step too, too fast, too quick, not well thought of, and then you see what they call sort of cloud repatriation, tend that people go back to what they're doing and then they stop innovating or stop leveraging. The possibilities are actually there. Uh, so from our consultancy, our guidance and architecture point of view, we try to help them as much as possible to think in a SA thought, but just don't use the, cloud's just another data center. Uh, and so it's all about managing the maturity on our side, but on our customer side as well. >>So I'm interested in how your sort of your philosophy and, and as relates, I think in, in, in terms of how you work with pure, but how do you stay tightly in lockstep with your customers so that you don't over rotate so that you don't and send them to over rotate, but then you're not also, you don't wanna be too late to the game. How, how do you manage all that? >>Oh, there's, there's, there's a world of interactions between us and our customers. And so I think a well known, uh, uh, thing that people is customer intimacy. That's very important for us to get to know our customers and get to predict which way they're moving. But the, the thing that we add to it is also the ecosystem intimacy. So no, the application and services landscape, our customers know the primary providers and work with them, uh, to, to, to create something that, that really fits the customers. They just not looked at from our own silo where a cloud managed service provider that we actually work in the ecosystem with, with, with, with the primary providers. And we have, I think with the average customers, I think we have, uh, uh, in a month we have so much interactions on our operational level and technical levels, strategic level. >>We do bring together our customers also, and to jointly think about what we can do together, what we independently can never reach. Uh, but we also involve our customers in, uh, defining our own strategy. So we have something we call a customer involvement board. So we present a strategy and say, does it make sense? Eh, this is actually what you need also. So we take a lot of our efforts into our customers and we do also, uh, understand the significant moments of truth. We are now in this, in this broadcast, David there. So you can imagine that at this moment, not thinking go wrong. Yeah. If, if, if the internet stops that we have a problem. And now, so we, we actually know that this broadcast is going on for our customers and we manage that. It's always on, uh, uh, where in the other moments in the week, we might have a little less attention, but this moment we should be there. And these moments of truth that we really embrace, we got them well described. Everybody working out line knows what the moment of truth is for our customers. Uh, uh, so we have a big logistics provider. For instance, you does not have to ask us to, uh, have, uh, a higher availability on black Friday or cyber Monday. We know that's the most important part in the year for him or her. Does it answer your question, David? >>Yes. We know as well. You know, when these big, the big game moments you have to be on your top, uh, top of your game, uh, you know, the other thing Emil about this as a service approach that I really like is, is it's a lot of it is consumption based and the data doesn't lie, you can see adoption, you know, daily, weekly, monthly. And so I wonder how you're leveraging pure as a service specifically in what kind of patterns you're seeing in, in, in the adoption. >>Uh, yeah, pure as a service for our customers is mainly never visible. Uh, we provide storage services to provide storage solutions, storage over is part of a bigger thing of a server of application. Uh, so the real benefits, to be honest, of course, towards our customer, it's all flash, uh, uh, and they have the fastest, fastest storage is available. But for ourself, we, uh, we use less resources to manage our storage. We have far more that we have a near to maintenance free storage solution now because we have it as a service and we work closely together with pure. Uh, so, uh, actually the way we treat our customers is that way pure treats us as well. And that's why there's a used click. So the real benefits, uh, uh, how we leverage is it normally we had a bunch of guys managing our storage. Now we only have one and knowing that's a shortage of it, personnel, the other persons can well be, uh, involved in other parts of our services or in other parts of an innovation. So, uh, that's simply great. >>You know, um, my takeaway the meal is that you've made infrastructure, at least, least the storage infrastructure, invisible to your customers, which is the way it should be. You didn't have to worry about it. And you've, you've also attacked the, the labor problem. You're not, you know, provisioning lungs anymore, or, you know, tuning the storage, you know, with, with arms and legs. So that's huge. So that gets me into the next topic, which is business transformation. That, that means that I can now start to attack the operational model. So I've got a different it model. Now I'm not managing infrastructure same way. So I have to shift those resources. And I'm presuming that it's a bus now becomes a business transformation discussion. How are you seeing your customers shift those resources and focus more on their business as a result of this sort of as a service trend? >>I think I do not know if they, they transform their business. Thanks to us. I think that they can more leverage their own business. They have less problems, less maintenance, et cetera, cetera, but we also add new, uh, certainties to it, like, uh, uh, the, the latest service we we released was imutable storage being the first in the Netherlands offering this thanks to, uh, thanks to the pure technology, but for customers, it takes them to give them a good night rest because, you know, we have some, uh, geopolitical issues in the world. Uh, there's a lot of hacking. People have a lot of ransomware attacks and, and we just give them a good night rest. So from a business transformation, does it transform their business? I think that gives them a comfort in running your business, knowing that certain things are well arranged. You don't have to worry about that. We will do that. We'll take it out of your hands and you just go ahead and run your business. Um, so to me, it's not really a transformation is just using the right opportunities at the right moment. >>The imutable piece is interesting because, because, but speaking of as a service, you know, anybody can go on the dark web and buy ransomware as a service. I mean, as it's seeing the, as a service economy hit, hit everywhere, the good and the, and the not so good. Um, and so I presume that your customers are, are looking at, I imutability as another service capability of the service offering and really rethinking, maybe because of the recent, you know, ransomware attacks, rethinking how they, they approach, uh, business continuance, business resilience, disaster recovery. Do you see that? >>Yep, definitely. Definitely. I tell not all of them yet. Imutable storage. So it's like an insurance as well, which you have when you have imutable storage and you have been, you have a ransomware attack at least have you part of data, which never, if data is corrupted, you cannot restore it. If your hardware is broken, you can order new hardware. Every data is corrupted. You cannot order new data. Now we got that safe and well. And so we offer them the possibility to, to do the forensics and free up their, uh, the data without tremendous loss of time. Uh, but you also see that you raise the new, uh, how do you say, uh, the new baseline for other providers as well? Eh, so there's security of the corporate information security officer, the CIO, they're all very happy with that. And they, they, they raise the baseline for us as well. So they can look at other security topics and look from say, security operation center. Cuz now we can really focus on our prime business risks because from a technical perspective, we got it covered. How can we manage the business risk, uh, which is a combination of people, processes and technology. >>Right. Makes sense. Okay. I'll give you the last word. Uh, talk about your relationship with pure, where you wanna see that that going in the future. >>Uh, I hope we've be working together for a long time. Uh, I, I ex experienced them very involved. Uh, it's not, we have done the sell and now it's all up to you now. We were closely working together. I know if I talk to my prime architect, Marcel height is very happy and it looks a little more or less if we work with pure, like we're working with colleagues, not with a supplier and a customer, uh, and uh, the whole pure concept is fascinating. Uh, I, uh, I had the opportunity to visit San Francisco head office and they told me to fish in how they launched, uh, pure being, if you want to implement it, it had to be on one credit card. The, the, the menu had to be on one credit card. Just a simple thought of put that as your big area, audacious goal to make the simplest, uh, implementable storage available. But for us, uh, it gives me the expectation that there will be a lot of more surprises with pur in the near future. Uh, and for us as a provider, what we, uh, literally really look forward to is that, that for us, these new developments will not be new migrations. It will be a gradual growth of our services or storage services. Uh, so that's what I expect. And that was what I, and we look forward to. >>Yeah, that's great. Uh, thank you so much, Emil, for coming on the, the cube and, and sharing your thoughts and best of luck to you in the future. >>Thank you. You're welcome. Thanks for having me. >>You're very welcome. Okay. In a moment, I'll be back to give you some closing thoughts on at your storage service. 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okay welcome back to thecube's coverage at splunk.com 2021 virtual i'm john furrier with thecube we're here live in the studios of splunk's event here we're all together broadcasting out all over the world here with chris dieglemeyer chief social impact officer for splunk great to see you thanks for coming on great thanks for having me today i love the title chief social impact officer because we're bringing in data unlocks value well you know that and yes it's the theme of the show society has really been impacted by misinformation what context we've seen examples of how data has been good and been bad yes so there's a divide there so you're this is a big part of your talk yes it it's a big part of me and it's going to be even a bigger part of splunk going forward so as many people know they've heard of the digital divide right and that was about access to information communication technologies and it was coined 20 years ago 2001 and we've made progress on that digital divide but now we have all that infrastructure or a lot of it and so on top of that we have the data divide and that's the increasing and expanding use of data and the gap between using that to solve commercial and provide commercial value in contrast to solving our social and environmental challenges and so the the important thing about it is we're early enough that with urgent action we can try to close that gap um and really make a difference in the world so let's get started let's define the data divide and give some specific examples where you see it in action on the pro side and where there's some work needed yeah so all so the definition is again that that gap between using we we have all this data being used for commercial value and a relatively weak use of data being used to solve our social and environmental challenges and we've got four kind of key barriers that we've identified that need to be addressed which will get to you know the questions and how we solve it one is access so think about it think of the data that google has and where that is in access compared to probably the department of education in any country around the world so access is big second is capacity we need both financial resources investing in solving our social and environmental problems and we need data scientists data stewards great data people working to solve our social and environmental problems just as we are in the corporate sector and then the third one is investment choices and this one is a little bit of a be in my bonnet and this happens mostly in the private sector so we all know you know every year it's like what what hits the return on investment criteria and solving social and environmental challenges often does not uh doesn't have that quite time frame return on investment and think about if we'd identified this data divide 20 years ago for climate because companies are doing phenomenal work now about climate what if we had been doing that work 20 years ago around sustainability around efficiency and then the last piece is actionable solutions that we can replicate so those are kind of the four barriers um and again i think we've got a lot of potential and examples there isn't one issue i can think of where more data isn't going to help us you know this is so important i feel very strongly about this because i've seen examples where i've seen really strong people start ngos or non-profits or just building an app and they abandon it because they can't get there fast enough so the idea that cloud and data accessibility can be there you get to see some success and you can double down on that's the cloud way yes so i think this is something that people want to know the playbook so you know where where are people being successful what can people do yeah to take advantage of it yeah so i think that's a really good important point um is transitioning to the cloud so think of the nonprofit sector it's barely there yet so all of us who are investors philanthropists we need to be supporting the nonprofit sector be cloud enabled and cloud forward similarly with government i i you know there's example after example where you know whether it's health whether it's child and human services their data is in file cabinets think about that think of prime so we need to digitize those then we need to data enable that so that we can see those insights that are coming out around those solutions you know it's always the you know it's always a discussion in the industry inside the ropes and now on mainstream but getting data to the right place at the right time yeah is a really important thing it's a technical latency all these things but practically it has societal impact where would you rank the progress bar in terms of where we are on the digital divide because i can see healthcare for instance having access to the right information or it could be something on the government side where it could be related to climate change or hey get this involved where are we on this so i i would say on the digital divide which is the infrastructure piece um for most definitely high-income countries mid-income countries we've actually made progress and so they have that they're all you know network they're cloud but now they have all this data they don't know what to do with right and so what we need to kind of now build on that infrastructure to solve for that data and i'll just you know a splunk example one of our customers the netherlands um in their court system right with using splunk they were able to enable real-time data to inform court decisions so historically the judge would ask you know this happened in covid where are we on bankruptcy cases right and historically somebody would call somebody they'd call somebody they go dig the files and they get the information three months real time this is what's happening with bankruptcy in real time with covid is going to change those decisions that impact people's lives so you add that on top i mean we have environmental examples working with net zero schools we have it and we worked with the healthcare coalition with mitre to enable real-time data with a number of other companies so um where so i would say we're further along on the digital divide we're at step one on the data divide yeah doug merritt was talking earlier today about how you know this data plan that splunk has evolved into this catch basin for all the data and then it becomes useful and really taking us through the journal now security and it's this control plane that's enabling yeah i think to me that's a real key thing here so i have to ask do you see envision a future where we have a data commons where um citizens and could tap into the data and in the gov 2.0 is kind of on that vision yeah what do you where do you see this what do you say well i i think and i i know doug has talked about this before too from a values standpoint of especially with government moving to open data and then what we have to do is we have to protect privacy which actually splunk is really good at doing uh so you've got to take that individual data out of there but then once you get these big data pools into these big data lakes you'll be able to see insights that you couldn't see before you know it's interesting that i remember when the internet came around and how the u.s government's very active it seems now that that tech policy has always been kind of like oh yeah we're kind of involved in dc but now tech is so important and with all the backlash on the facebooks of the world of you know how democracy was broken there's an opportunity yeah and the lawmakers and the people who make the laws are kind of lawyers they're not really techies so so like policy's got to change how do we do that yeah oh gosh if i could solve that one on policy change but but i want to make a comment because i think it's really important because you reference and the situation facebook is in is common knowledge i give a lot of credit to splunk as you know a data platform company saying we see this data divide coming and we're going to step to the table now and do something about it because there's a lot of other companies that knew these challenges if they looked out three five years and they made personal or company choices not to do something about it so transparency is super important getting that out there and and being again in data and just saying it's not all roses right and and so take being a purpose-driven company is about making those decisions as a company to have an impact so then to answer your question on policy um i would say i think it's really complicated and tricky because data moves at the speed of sound and policy moves kind of like a turtle and so i think what we need to have happen is companies going to sometimes have to lead the way and hold themselves accountable and then work in partnership with policy to make you know policy changes that impact everybody so again we're strong advocates of open data you know we we can't make the government do it but we can be a voice for it in service of bridging the state this data divide is a great conversation i wish we had more time for the last minute just give a quick plug for what splunk's doing specifically and how people could get involved and participate yeah so i'll kind of i'd say three things one is at this early stage we're kind of raising the flag to governments out there to philanthropy to nonprofits like we all need to be paying attention to this we're going to be investing in more research on it because it is at such an early stage we've identified these barriers but we've got to go much deeper and build collaborations around the solution so we're going to be mobilizing our partners and our customers we have a 100 million dollar pledge where we donate our product nonprofits we and the equally important thing as i talked about it's our talent right it's getting the talent to help these organizations it's our strategic giving so we're mobilizing you know all of our assets around this pledge we have a 50 million dollar impact fund which is around four purpose data enabled companies so we're trying to do it across a multitude of platforms is that investment fund deploying now or has it been making investments in companies already yeah we've made um three investments refrain ai is one about using machine learning and ai around the jobs of the future and retraining so it's still or it was launched just a couple years ago so we're still early in the 50 million dollar fund so we'll be doing more of that sounds like a great opportunity for people out there watching enable enable the people to change the world yeah that's what splunk's all about right now exactly chris thanks for coming on appreciate great thank you okay the data divide we're bringing you all the data here from the cube live here in the splunk studios i'm john furrier with thecube thanks for watching thank you

>> Well, hello everybody, John Walls here on theCUBE and continuing our coverage. So splunk.com for 21, you know, we talk about big data these days, you realize the importance of speed, right? We all get that, but certainly Formula One Racing understands speed and big data, a really neat marriage there. And with us to talk about that is James Hodge, who was the global vice president and chief strategy officer international at Splunk. James, good to see it today. Thanks for joining us here on theCUBE. >> Thank you, John. Thank you for having me and yeah, the speed of McLaren. Like I'm, I'm all for it today. >> Absolutely. And I find it interesting too, that, that you were telling me before we started the interview that you've been in Splunk going on nine years now. And you remember being at splunk.com, you know, back in the past other years and watching theCUBE and here you are! you made it. >> I know, I think it's incredible. I love watching you guys every single year and kind of the talk that guests. And then more importantly, like it reminds me of conf for every time we see theCUBE, no matter where you are, it reminds me of like this magical week there's dot com for us. >> Well, excellent. I'm glad that we could be a part of it at once again and glad you're a part of it here on theCUBE. Let's talk about McLaren now and the partnership, obviously on the racing side and the e-sports side, which is certainly growing in popularity and in demand. So just first off characterize for our audience, that relationship between Splunk and McLaren. >> Well, so we started the relationship almost two years ago. And for us it was McLaren as a brand. If you think about where they were, they recently, I think it's September a Monza. They got a victory P1 and P2. It was over 3200 days since their last victory. So that's a long time to wait. I think of that. There's 3000 days of continual business transformation, trying to get them back up to the grid. And what we found was that ethos, the drive to digital the, the way they're completely changing things, bringing in kind of fluid dynamics, getting people behind the common purpose that really seem to fit the Splunk culture, what we're trying to do and putting data at the heart of things. So kind of Formula One and McLaren, it felt a really natural place to be. And we haven't really looked back since we started at that partnership. It's been a really exciting last kind of 18 months, two years. >> Well, talk a little bit about, about the application here a little bit in terms of data cars, the, the Formula One cars, the F1 cars, they've got hundreds of sensors on them. They're getting, you know, hundreds of thousands or a hundred thousand data points almost instantly, right? I mean, there's this constant processing. So what are those inputs basically? And then how has McLaren putting them to use, and then ultimately, how is Splunk delivering on that from McLaren? >> So I learned quite a lot, you know, I'm, I'm, I been a childhood Formula One fan, and I've learned so much more about F1 over the last kind of couple of years. So it actually starts with the car going out on the track, but anyone that works in the IT function, the car can not go out on track and less monitoring from the car actually is being received by the garage. It's seen as mission critical safety critical. So IT, when you see a car out and you see the race engineer, but that thumbs up the mechanical, the thumbs up IT, get their vote and get to put the thumbs up before the car goes out on track there around about 300 sensors on the car in practice. And there were two sites that run about 120 on race day that gets streamed on a two by two megabits per second, back to the FIA, the regulating body, and then gets streams to the, the garage where they have a 32 unit rack near two of them that have all of their it equipment take that data. They then stream it over the internet over the cloud, back to the technology center in working where 32 race engineers sit in calm conditions to be able to go and start to make decisions on when the car should pit what their strategy should be like to then relate that back to the track side. So you think about that data journey alone, that is way more complicated and what you see on TV, you know, the, the race energy on the pit wall and the driver going around at 300 kilometers an hour. When we look at what Splunk is doing is making sure that is resilient. You know, is the data coming off the car? Is it actually starting to hit the garage when it hits that rack into the garage, other than streaming that back with the right latency back to the working technology center, they're making sure that all of the support decision-making tools there are available, and that's just what we do for them on race weekend. And I'll give you one kind of the more facts about the car. So you start the beginning of the season, they launched the car. The 80% of that car will be different by the end of the season. And so they're in a continual state of development, like constantly developing to do that. So they're moving much more to things like computational fluid dynamics applications before the move to wind tunnel that relies on digital infrastructure to be able to go and accelerate that journey and be able to go make those assumptions. That's a Splunk is becoming the kind of underpinning of to making sure those mission critical applications and systems are online. And that's kind of just scratching the surface of kind of the journey with McLaren. >> Yeah. So, so what would be an example then maybe on race day, what's a stake race day of an input that comes in and then mission control, which I find fascinating, right? You've got 32 different individuals processing this input and then feeding their, their insights back. Right. And so adjustments are being made on the fly very much all data-driven what would be an example of, of an actual application of some information that came in that was quickly, you know, recorded, noted, and then acted upon that then resulted in an improved performance? >> Well, the most important one is pit stop strategy. It can be very difficult to overtake on track. So starting to look at when other teams go into the pit lane and when they come out of the, the pit lane is incredibly important because it gives you a choice. Do you stay also in your current set of tires and hope to kind of get through that team and kind of overtake them, or do you start to go into the pits and get your fresh sets of tires to try and take a different strategy? There are three people in mission control that have full authority to go and make a Pit lane call. And I think like the thing that really resonated for me from learning about McLaren, the technology is amazing, but it's the organizational constructs on how they turn data into an action is really important. People with the right knowledge and access to the data, have the authority to make a call. It's not the team principle, it's not the person on the pit wall is the person with the most amount of knowledge is authorized and kind of, it's an open kind of forum to go and make those decisions. If you see something wrong, you are just as likely to be able to put your hand up and say, something's wrong here. This is my, my decision than anyone else. And so when we think about all these organizations that are trying to transform the business, we can learn a lot from Formula One on how we delegate authority and just think of like technology and data as the beginning of that journey. It's the people in process that F1 is so well. >> We're talking a lot about racing, but of course, McLaren is also getting involved in e-sports. And so people like you like me, we can have that simulated experience to gaming. And I know that Splunk has, is migrating with McLaren in that regard. Right. You know, you're partnering up. So maybe if you could share a little bit more about that, about how you're teaming up with McLaren on the e-sports side, which I'm sure anybody watching this realizes there's a, quite a big market opportunity there right now. >> It's a huge market opportunity is we got McLaren racing has, you know, Formula One, IndyCar and now extreme E and then they have the other branch, which is e-sports so gaming. And one of the things that, you know, you look at gaming, you know, we were talking earlier about Ted Lasso and, you know, the go to the amazing game of football or soccer, depending on kind of what side of the Atlantic you're on. I can go and play something like FIFA, you know, the football game. I can be amazing at that. I have in reality, you know, in real life I have two left feet. I am never going to be good at football however, what we find with e-sports is it makes gaming and racing accessible. I can go and drive the same circuits as Lando Norris and Daniel Ricardo, and I can improve. And I can learn like use data to start to discover different ways. And it's an incredibly expanding exploding industry. And what McLaren have done is they've said, actually, we're going to make a professional racing team, an e-sports team called the McLaren Shadow team. They have this huge competition called the Logitech KeyShot challenge. And when we looked at that, we sort of lost the similarities in what we're trying to achieve. We are quite often starting to merge the physical world and the digital world with our customers. And this was an amazing opportunity to start to do that with the McLaren team. >> So you're creating this really dynamic racing experience, right? That, that, that gives people like me, or like our viewers, the opportunity to get even a better feel for, for the decision-making and the responsiveness of the cars and all that. So again, data, where does that come into play there? Now, What, what kind of inputs are you getting from me as a driver then as an amateur driver? And, and how has that then I guess, how does it express in the game or expressed in, in terms of what's ahead of me to come in a game? >> So actually there are more data points that come out of the F1 2021 Codemasters game than there are in Formula One car, you get a constant stream. So the, the game will actually stream out real telemetry. So I can actually tell your tire pressures from all of your tires. I can see the lateral G-Force longitudinal. G-Force more importantly for probably amateur drivers like you and I, we can see is the tire on asphalt, or is it maybe on graphs? We can actually look at your exact position on track, how much accelerator, you know, steering lock. So we can see everything about that. And that gets pumped out in real time, up to 60 Hertz. So a phenomenal amount of information, what we, when we started the relationship with McLaren, Formula One super excited or about to go racing. And then at Melbourne, there's that iconic moment where one of the McLaren team tested positive and they withdrew from the race. And what we found was, you know, COVID was starting and the Formula One season was put on hold. The FIA created this season and called i can't remember the exact name of it, but basically a replica e-sports gaming F1 series. We're using the game. Some of the real drivers like Lando, heavy gamer was playing in the game and they'd run that the same as race weekends. They brought celebrity drivers in there. And I think my most surreal zoom call I ever was on was with Lando Norris and Pierre Patrick Aubameyang, who was who's the arsenal football captain, who was the guest driver in the series to drive around Monaco and Randy, the head of race strategy as McLaren, trying to coach him on how to go drive the car, what we ended up with data telemetry coming from Splunk. And so Randy could look out here when he pressing the accelerator and the brake pedal. And what was really interesting was Lando was watching how he was entering corners on the video feed and intuitively kind of coming to the same conclusions as Randy. So kind of, you could see that race to intuition versus the real stats, and it was just incredible experience. And it really shows you, you know, racing, you've got that blurring of the physical and the virtual that it's going to be bigger and bigger and bigger. >> So to hear it here, as I understand what you were just saying now, the e-sports racing team actually has more data to adjust its performance and to modify its behaviors, then the real racing team does. Yep. >> Yeah, it completely does. So what we want to be able to do is turn that into action. So how do you do the right car setup? How do you go and do the right practice laps actually have really good practice driver selection. And I think we're just starting to scratch the surface of what really could be done. And the amazing part about this is now think of it more like a digital twin, what we learn on e-sports we can actually say we've learned something really interesting here, and then maybe a low, you know, if we get something wrong, it may be doesn't matter quite as much as maybe getting an analytics wrong on race weekend. >> Right. >> So we can actually start to look and improve through digital and then start to move that support. That's over to kind of race weekend analytics and supporting the team. >> If I could, you know, maybe pun intended here, shift gears a little bit before we run out of time. I mean, you're, you're involved on the business side, you know, you've got, you know, you're in the middle east Africa, right? You've got, you know, quite an international portfolio on your plate. Now let's talk about just some of the data trends there for our viewers here in the U S who maybe aren't as familiar with what's going on overseas, just in terms of, especially post COVID, you know, what, what concerns there are, or, or what direction you're trying to get your clients to, to be taking in terms of getting back to work in terms of, you know, looking at their workforce opportunities and strengths and all those kinds of things. >> I think we've seen a massive shift. I think we've seen that people it's not good enough just to be storing data its how do you go and utilize that data to go and drive your business forwards I think a couple of key terms we're going to see more and more over the next few years is operational resilience and business agility. And I'd make the assertion that operational resilience is the foundation for the business agility. And we can dive into that in a second, but what we're seeing take the Netherlands. For example, we run a survey last year and we found that 87% of the respondents had created new functions to do with data machine learning and AI, as all they're trying to do is go and get more timely data to front line staff to go. And next that the transformation, because what we've really seen through COVID is everything is possible to be digitized and we can experiment and get to market faster. And I think we've just seen in European markets, definitely in Asia Pacific is that the kind of brand loyalty is potentially waning, but what's the kind of loyalty is just to an experience, you know, take a ride hailing app. You know, I get to an airport, I try one ride hailing app. It tells me it's going to be 20 minutes before a taxi arrives. I'm going to go straight to the next app to go and stare. They can do it faster. I want the experience. I don't necessarily want the brand. And we're find that the digital experience by putting data, the forefront of that is really accelerating and actually really encouraging, you know, France, Germany are actually ahead of UK. Let's look, listen, their attitudes and adoption to data. And for our American audience and America, America is more likely, I think it's 72% more likely to have a chief innovation officer than the rest of the world. I think I'm about 64% in EMEA. So America, you are still slightly ahead of us in terms of kind of bringing some of that innovation that. >> I imagine that gap is going to be shrinking though I would think. >> It is massively shrinking. >> So before we, we, we, we are just a little tight on time, but I want to hear about operational resilience and, and just your, your thought that definition, you know, define that for me a little bit, you know, put a little more meat on that bone, if you would, and talk about why, you know, what that is in, in your thinking today and then why that is so important. >> So I think inputting in, in racing, you know, operational resilience is being able to send some response to what is happening around you with people processing technology, to be able to baseline what your processes are and the services you're providing, and be able to understand when something is not performing as it should be, what we're seeing. Things like European Union, in financial services, or at the digital operational resilience act is starting to mandate that businesses have to be operational in resilient service, monitoring fraud, cyber security, and customer experience. And what we see is really operational resilience is the amount of change that can be absorbed before opportunities become risk. So having a stable foundation of operational resilience allows me to become a more agile business because I know my foundation and people can then move and adjust quickly because I have the awareness of my environment and I have the ability to appropriately react to my environment because I've thought about becoming a resilient business with my digital infrastructure is a theme. I think we're going to see in supply chain coming very soon and across all other industries, as we realize digital is our business. Nowadays. >> What's an exciting world. Isn't it, James? That you're, that you're working in right now. >> Oh, I, I love it. You know, you said, you know, eight and an eight and a half years, nine years at Splunk, I'm still smiling. You know, it is like being at the forefront of this diesel wave and being able to help people make action from that. It's an incredible place to be. I, is liberating and yeah, I can't even begin to imagine what's, you know, the opportunities are over the next few years as the world continually evolves. >> Well, every day is a school day, right? >> It is my favorite phrase >> I knew that. >> And it is, James Hodge. Thanks for joining us on theCUBE. Glad to have you on finally, after being on the other side of the camera, it's great to have you on this side. So thanks for making that transition for us. >> Thank you, John. You bet James Hodge joining us here on the cube coverage of splunk.com 21, talking about McLaren racing team speed and Splunk.

>>Welcome to the customer. Obsession begins with data session. Uh, thank you for, for attending. Um, at Cloudera, we believe that a custom session begins with, uh, with, with data. Um, and, uh, you know, financial services is Cloudera is largest industry vertical. We have approximately 425 global financial services customers, uh, which consists of 82 out of a hundred of the largest global banks of which we have 27 that are globally systemic banks, uh, four out of the five, uh, top stock exchanges, eight out of the 10 top wealth management firms and all four of the top credit card networks. Uh, so as you can see most financial services institutions utilize Cloudera for data analytics and machine learning. Uh, we also have over 20 central banks and it doesn't or so financial regulators. So it's an incredible footprint, which glimpse Cloudera, lots of insight into the many innovations that our customers are coming in up >>With >>Customers have grown more independent and demanding. Uh, they want the ability to perform many functions on their own and, uh, be able to do it. Uh, he do them on their mobile devices, uh, in a recent Accenture study, more than 50% of customers, uh, are focused on, uh, improving their customer experience through more personalized, uh, offers in advice. The study found that 75% of people are actually willing to share their data for better personalized offers and more efficient and intuitive of services >>Together. And >>A better understanding of your customers use all the data available to develop a complete view of your customer and, uh, and better serve them. Uh, this also breaks down, uh, costly silos, uh, shares data in, in accordance with privacy laws and assists with regulatory adherence. So different and organizations are going to be at different points in their data analytics and AI journey. Uh, there are several degrees of streaming and batch data, both structured and unstructured. Uh, you need a platform that can handle both, uh, with common, with a common governance layer, um, near real time and real real-time sources help make data more relevant. So if you look at this graphic, looking at it from left to right, uh, normal streaming and batch data comes from core banking and, uh, and lending operations data in pretty much a structured format as financial institutions start to evolve. >>Uh, they start to ingest near real-time streaming that comes not only from customers, but also from, from newsfeeds for example, and they start to capture more behavioral data that they can use to evolve their models, uh, and customer experience. Uh, ultimately they start to ingest more real-time streaming data, not only, um, standard, uh, sources like market and transaction data, but also alternative sources such as social media and connected sources, such as wearable devices, uh, giving them more, more data, better data, uh, to extract intelligence and drive personalized actions based on data in real time at the right time, um, and use machine learning and AI, uh, to drive anomaly detection and protect and predict, uh, present potential outcomes. >>So this >>Is another way to look at it. Um, this slide shows the progression of the big data journey as it relates to a customer experience example, um, the dark blue represents, um, visibility or understanding your customer. So we have a data warehouse and are starting to develop some analytics, uh, to know your customer and start to provide a better customer 360 experience. Uh, the medium blue area, uh, is, uh, customer centric or where we learn, uh, the customer's behavior. Uh, at this point we're improving our analytics, uh, gathering more customer centric information to perform, uh, some more exploratory, uh, data sciences. And we can start to do things like cross sell or upsell based on the customer's behavior, which should improve, uh, customer retention. The light blue area is, uh, is proactive customer inter interactions or where we now have the ability, uh, to predict customers needs and wants and improve our interaction with the customer, uh, using applied machine learning and, and AI, uh, clap the Cloudera data platform. >>Um, you know, business use cases require enabling, uh, the end-to-end journey, which we referred to as the data life cycle, uh, what the data life cycle, what is the data life cycle that our customers want to take their data through to enable the end-to-end data journey. If you ask our customers, they want different types of analytics, uh, for their diverse user bases to, to help them implement their, their, their use cases while managed by a centralized security and governance later layer. Uh, in other words, um, the data life cycle to them provides multifunction analytics, uh, at each stage within the data journey, uh, that, uh, integrated and centralized, uh, security, uh, and governance, for example, uh, enterprise data consists of real-time and transactional type type data. Examples include, uh, clickstream data, web logs, um, machine generated, data chatbots, um, call center interactions, uh, transactions, uh, within legacy applications, market data, et cetera. >>We need to manage, uh, that data life cycle, uh, to provide real enterprise data insights, uh, for use cases around enhance them personalized customer experience, um, customer journey analytics, next best action, uh, sentiment and churn analytics market, uh, campaign optimization, uh, mortgage, uh, processing optimization and so on. Um, we bring a diverse set of data then, um, and then enrich it with other data about our customers and products, uh, provide reports and dashboards such as customer 360 and use predictions from machine learning models to provide, uh, business decisions and, and offers of, uh, different products and services to customers and maintain customer satisfaction, um, by using, um, sentiment and turn analytics. These examples show that, um, the whole data life cycle is involved, um, and, uh, is in continuous fashion in order to meet these types of use cases, uh, using a single cohesive platform that can be, uh, that can be served by CDP, uh, the data, the Cloudera data platform. >>Okay. Let's, uh, let's talk about, uh, some of the experiences, uh, from our customers. Uh, first we'll talk about Bunco, something there. Um, Banco Santander is a major global bank headquartered in Spain, uh, with, uh, major operations and subsidiaries all over Europe and north and, and south America. Uh, one of its subsidiary, something there UK wanted to revolutionize the customer experience with the use of real-time data and, uh, in app analytics, uh, for mobile users, however, like many financial institutions send them there had a, he had a, had a large number of legacy data warehouses spread across many business use, and it's within consistent data and different ways of calculating the same metrics, uh, leading to different results. As a result, the company couldn't get the comprehensive customer insights it needed. And, uh, and business staff often worked on multiple versions of the truth. Sometimes there worked with Cloudera to improve a single data platform that could support all its workloads, including self-service analytics, uh, operational analytics and data science processes in processing 10 million transactions, daily or 30,000 transactions per second at peak times. >>And, uh, bringing together really, uh, nearly two to two petabytes of data. The platform provides unprecedented, uh, customer insight and business value across the organization, uh, over 80 cents. And Dera has realized impressive, uh, benefits spanning, uh, new revenues, cost savings and risk reductions, including creating analytics for, for corporate customers with near real-time shopping behavior, um, and, and helping identify 7,000 new corporate, uh, customer prospects, uh, reducing capital expenditures by, uh, 3.2 million annually and decreasing operating expenses by, uh, 650,000, um, enabling marketing to realize, uh, 2.4 million in annual savings on, on cash back on commercial transactions, um, and protecting 3.7 million customers from financial crime impacts through 95, new proactive control alerts, improving risk and capital calculations to reduce the amount of money. It must set aside, uh, as part of a, as part of risk mandates. Uh, for example, in one instance, the risk team was able to release a $5.2 million that it had withheld for non-performing credit card loans by properly identifying healthy accounts miscategorized as high risk next, uh, let's uh, talk about, uh, Rabo bank. >>Um, Rabobank is one of the largest banks in the Netherlands, uh, with approximately 8.3 million customers. Uh, it was founded by farmers in the late 19th century and specializes in agricultural financing and sustainability oriented banking, uh, in order to help its customers become more self-sufficient and, uh, improve their financial situations such as debt settlement, uh, rebel bank needed to access, uh, to a varied mix of high quality, accurate, and timely customer data, the talent, uh, to provide this insight, however, was the ability to execute sophisticated and timely data analytics at scale Rabobank was also faced with the challenge of, uh, shortening time to market. Uh, it needed easier access to customer data sets to ensure that they were using and receiving the right financial support at the right time with, with, uh, data quality and speed of processing. Um, highlighted as two vital areas of improvement. Robert bank was looking to incorporate, um, or create new data in an environment that would not only allow the organization to create a centralized repository of high quality data, but also allow them to stream and, uh, conduct data analytics on the fly, uh, to create actionable insights and deliver a strong customer service experience. >>Rabobank >>Leverage Cloudera due to its ability to cope with heavy pressures on data processing and its capability of ingesting large quantities of real-time streaming data. They were able to quickly create a new data lake that allowed for faster queries of both historical and real-time data to analyze customer loan repayment patterns, uh, to up to the minute transaction records, um, Robert bank and, and its customers could now immediately access, uh, the valuable data needed to help them understand, um, the status of their financial situation, this enabled, uh, rebel bank to spot financial disasters before they happened, enabling them to gain deep and timely insights into which customers were at risk of defaulting on loans. Um, having established the foundation of a modern data architecture Rabobank is now able to run sophisticated machine learning algorithms and, uh, financial models, uh, to help customers manage, um, financial, uh, obligations, um, including, uh, loan repayments, and are able to generate accurate, uh, current liquidity overviews, uh, no next, uh, let's, uh, speak about, um, uh, OVO. >>Uh, so OVO is the leading digital payment rewards and financial services platform in Indonesia, and is present in 115 million devices across the company across the country. Excuse me. Um, as the volume of, of products, uh, within Obos ecosystem increases, the ability to ensure marketing effectiveness is critical to avoid unnecessary waste of time and resources, unlike competitors, uh, banks, w which use traditional mass marketing, uh, to reach customers over, oh, decided to embark on a, on a bold new approach to connect with customers via a ultra personalized marketing, uh, using the stack, the team at OVO were able to implement a change point detection algorithm, uh, to discover customer life stage changes. This allowed OVO, uh, to, uh, build a segmentation model of one, uh, the contextual offer engine Bill's recommendation algorithms on top of the product, uh, including collaborative and context-based filters, uh, to detect changes in consumer consumption >>Patterns. >>As a result, OVO has achieved a 15% increase in revenue, thanks to this, to this project, um, significant time savings through automation and eliminating the chance of human error and have reduced engineers workloads by, by 30%. Uh, next let's talk about, uh, bank Bri, uh, bank Bri is one of the largest and oldest, uh, banks in Indonesia, um, engaging in, in general banking services, uh, for its customers. Uh, they are headquartered in, in Jakarta Indonesia, uh, BR is a well-known, uh, for its, uh, focused on financing initiative initiatives and serves over 75 million customers through its more than 11,000 offices and rural outposts, >>Um, Bri >>Needed to gain better understanding of their customers and market, uh, to improve the efficiency of its operations, uh, reduce losses from non-performing loans and address the rising concern around data security from regulators and consumers, uh, through enhanced fraud detection. This would require the ability to analyze vast amounts of, uh, historical financial data and use those insights, uh, to enhance operations and, uh, deliver better service. Um, Bri used Cloudera's enterprise data platform to build an agile and reliable, uh, predictive augmented intelligence solution. Uh, Bri was now able to analyze 124 years worth of historical financial data and use those insights to enhance its operations and deliver better services. Um, they were able to, uh, enhance their credit scoring system, um, the solution analyzes customer transaction data, and predicts the probability of a customer defaulting on, on payments. Um, the following month, it also alerts Bri's loan officers, um, to at-risk customers, prompting them to take the necessary action to reduce the likelihood of a Vanette profit lost. Uh, this resulted in improved credits in, in improved, uh, credit scoring system, uh, that cut down the approval of micro financing loans, uh, from two weeks to two days to two minutes and, uh, enhanced, uh, fraud detector. >>All right. Uh, this example shows a tabular representation, uh, the evolution of a customer retention use case, um, the evolution of data and analytics, uh, journey that, uh, that for that use case, uh, from aware, uh, text flirtation, uh, to optimization, to being transformative, uh, with every level, uh, data sources increase. And, uh, for the most part, uh, are, are less, less standard, more dynamic and less structured, but always adding more value, more insights into the customer, uh, allowing us to continuously improve our analytics, increase the velocity of the data we ingest, uh, from, from batch, uh, to, uh, near real time, uh, to real-time streaming, uh, the volume of data we ingest continually increases and we progress, uh, the value of the data on our customers, uh, is continuously improving, allowing us to interact more proactively and more efficiently. And, and with that, um, I would, uh, you know, ask you to consider an assess if you are using all the, uh, the data available to understand, uh, and service your customers, and to learn more about, about this, um, you know, visit cloudera.com and schedule a meeting with Cloudera to learn more. And with that, thank you for your time. And thank you for listening.