>> Live from Las Vegas. It's the Cube covering Adobe Summit twenty nineteen brought to you by X Ensure Interactive. >> Welcome back to the Cubes. Live coverage here in Las Vegas for Adobe Summit. Twenty nineteen. I'm John Murray with Jeffrey Kerr. Next guest. Touch Wars. Who's a global delivery lead for Adobe with sent a censure interactive. That was a tongue twister. You for you, for the adobe relationship with a censure interactive. That's correct. Thank you. Global delivery lead. Thank you. That's right. Look into the Cube. Thankyou. So global. Big big landscape, cloud computing, Global impact delivery. That's hard corn nuts and bolts on the front lines. Tell us by what you do, what some of the issues around delivery, because that's where the rubber hits the road on all this. >> Well, that's exactly right. You know, when I think of my roll, think of me if someone who's out there working shoulder to shoulder with customers when it, you know from a delivery aspect, you know, providing the capability, providing the skills, providing the talent, making sure that we're getting the results that our clients are looking for and ultimately the quality that that we need to deliver for them. >> You guys do a lot of work. I mean, censure Interactive got a great team that sets up all the upgrade ideas, all the new business models. New tech is here. People process, culture change all going on. The end of the day comes into your I've gotta deliver it. And then the outcome is that the one has to accept that this is a core issue of people, talk about operational izing new things and sometimes has changed. Management involved his new culture shifts. So this is where we hear a lot. It's not. The tech problem is the people and the culture. Can you share your view on this because you're on the front lines on this one issue? >> It's a great point. And I think you know, one thing is standing up technology, and you can sort of get some of the nuts and bolts running. It's another thing to really get our clients and our customers enabled so they can unleash the power of some of these platforms. The technologies you know, there's a entire journey map on what their own people we need to go through from in a moment. There is a change management aspect around how we get those folks sort of feeling comfortable about that, and we often go through a couple different methods to do that. Sometimes we do it too, in the box where we'll sort of act with them and the same role other ways we'll sort of lead by example and do it and then they'll sort of shadow us and then eventually we just sort of make that transition. In some cases, they just frankly, you know, outsource it to us, right? And well take over that sort of feature and functionality a role in position on behalf of our customer. And that's okay. >> kind of horsepower. Do you bring to the table? And we just interviewed Nicky, who handles the essential interactive operations that seem like a great power source standing up fast, some operational capabilities. What else do you guys do bring to the table in terms of the delivery piece? >> Well, >> what Nikki and her team do is vital for us. So when you think about when I'm out there doing, I'm out there standing up these capabilities, empowering our customers, and then Nikki's with her team and everything we're doing an X century active operations is sort of operating that for that client, right? So once we sort of turn on some of those features and functions that Nicki's out there with her team, sort of running with it. And in that multiyear run in, getting those >> custom will hand the keys to her. Do so you, that's the hand off. Is that okay? >> Exactly. Right. So once we once we sort of power everything on with our client's power, all that integration on and then we leverage Nikki and her team in many ways to sort of take over that run. Tom, if you talk about the skills, that kind of the skills gap, if you will on some of the clients that you have and how are the skills and the rules evolving to execute with some of these new tooling in this kind of new process? It wasn't like build a campaign and slow roll it out. Now it's Go, go, go, go, go! Oh, you're absolutely right on that and I think I know that. But it's evolving, right? I mean, we data scientists are more important than they ever were. And so all of our customers and ourselves are investing on how we get data science because at the heart of it and If you think about what he's talking about in some of the new products that are coming out, it's about building that data layer right. And it's about taking that data later to the next level, too, around security and tradition. So helping our customers started get their arms around what it means to manage that data and all those aspects around the view of a customer is critical. Even the even the presentation tear you know it'LL be provides all those amazing technologies that allow customers to drive those rich experiences, whether it's on a tablet, whether it's on a mobile, whether it's on your desktop, ubiquitous doesn't matter. But that presentation tears is constantly changing. I mean, we didn't have, you know, the anger and the React ten years ago. Now you have all these other frameworks you have to begin to prepare for. >> About the one of his Aquino yesterday we've got my attention was the word and look, I love the way it sounds personalization at scale. And that's just just think about that concert for second. It's mind blowing. We love we love personalization doesn't like personalization. Yeah, but at scale a lot of moving parts. This is in your guy's wheelhouse. Century irregulars have large scale customers globally. What does that mean to you? Because I had us had happened best by so much. Send out forty million emails means insane the personalization experience. What does it mean? >> Well, what? >> When I hear something needs to be a scale, you gotta break it down to be a simple as possible. You got to figure out how you make that something super complex and dumb it down to where you truly can't scale it where you can enable people quickly. Um and sometimes you think big and start small so often What we'LL do is we'LL have our customers say, if you want to do one toe, one personalization we need to be thinking about how we can create content quickly, how we can create art quickly, how we can go and and operationalized that globally. Right, Because many times you need be working around the clock. So for me, when I think of that scale, it's how do we turn those capabilities on around the globe quickly for our clients and basically, you need to break it down. >> It's a place you go, though customs saying, Let's let's pick some use cases. That's a beachhead. Get that figured out. Make sure it's not a lot of moving parts. >> Yeah, and against >> software, because experience engine things of that nature >> and sort of start small, you know? So I you know, I would light up some teams take some initial use cases, maybe think about how you know, what are some of those you know, initial user journeys that end in journey. We wantto prove out. And then let's operationalize those. And then we'LL build on top of that overtime. >> Be asked by the Adobe announcements. What's getting you excited here? The event with some of the hallway conversations and conversations after hours, a lot different events going on. What are you talking about? What's the top conversation that you're involved in >> for sure AP when you talk about the new experience platform that's coming out and everything around there to me, I think that's a game changer in the marketplace, and I think it's also critical. Certainly OD eyes all wrapped in there and all the data theater aspects. But the new experience platform that Adobe is investing, it is sort of where I think our customers are driving towards and what's required in order to meet the demands of how to secure this data. How to wrap some permissions around it, how to take. You know what we would consider a P I and pH. I like data on be able to use it and more of their tools knowing that we have the security of the integrity of >> our CM taxi. Your job with customer experience. Platform >> right. Impact. Our job is it unleashes all kinds of potential. Uh, you know, when we do you think about what were out there helping our customers solution, it opens the gamut for us to go and sort of drive those next generation experiences in a much more you know, I guess, uh, formidable way, you know, I can >> more capabilities. Oh, absolutely. You know, >> execution. Exactly. What was super complex for me to build now just became a lot easier. Because now I have a frame, Eric and a structure and a platform that they're enabling it >> has impact the interview. The customer. I mean, so the partner landscape because you guys have a lot of partnerships, just always a key. One house. You hear Adobe Summit. But, you know, you might have some of these little Miss Provider's come in with a nice tool chain. Say, Hey, you know what? I want to plug this in the biggest center interactive engine. You guys got a lot of global breath. You're gonna probably get some impact on the ecosystem. How do you see partners? Because if it's an enabling platform and should be in the building something so that's going to tell Sign what? What's your view on the partner ecosystem? >> What's the first thing I'LL say about that is I think we're in a unique position because if you look at the scale we have at Accenture, so although I'm in extension interactive, I'm very focused on that digital and building the best experience on Planet I have this huge engine behind me of Broderick Center that has these capabilities. I mean, you know what we're dreaming up around, how we're working with Microsoft and happy Well, guess what? We already do that, too, so I can bring a lot of those vendor relationships and experiences capabilities and bring him right in house quickly. And when I need to go out to market and partner. I have those avenues, and I can go bring that niche that >> Lego blocks together now. Yeah, big things, auto integrate. Just put it together and >> adobes continue to invest in their io. And that allows us to integrate and plug in these things a lot quicker than we ever have before. >> What's the biggest challenge? You see it that adobe and the markers and and market is having the marketplace because a lot of new tech, a lot of great capabilities. Now emergency. There's a shift happening. Yeah, you know what kind of been going slow? You know, yard by yard, moved the chains like a football analogy. But now big movements gonna have we see happening Way. Siya shift coming. Big wave of innovation. What's the challenge? >> That definitely two challenges. I think one, uh, it's just the speed, right. The speed in which the market is moving. And how do you keep up with that speed? And how do you continue to invest in your own people? T learn it. And then, too, I think this year amount of data like the fact that we can store all this data. We have more data coming in than we've ever had before. I mean, just think of what I owe tea is doing to our our landscape and all the data that's coming in from a night and now we can use that as a as a whole, another level of, ah, sophistication and our analytics and our segmentation. And that's a tough job, right? That's how marketers keep up with that. It's, uh, it's changing their landscape, for sure. But what about just kind of the point of view when they get competition that comes out of complete left field, right, that you know, uber and lift or the obviously examples to get way overused. But you know, the company's heir now beating against companies that weren't even in their radar before that were purpose built on moving at light speed to your point. How do you help those legacy? Those legacy guys kind of take the big league, take the big step, get to hyperspeed personalization? I mean one thing. You can't be complacent, I think if you are complacent, your you know, one of those small, innovative companies is going to slowly eat your lunch on. So I think, you know, take advantage of that mindset that those small, you know, incubation type companies or this moth and maybe even think about How do I How do I build that same type of innovation within my own halls? And how do I take a manager? How that rapid development of that rapid change and oftentimes we're helping our customers go in and bootstrap that right started like, Let's go inside. And let's build a little innovation hub inside your own organization to go and compete with them. Otherwise, you know you're going to see what you know, like the case studies you just >> referenced right, because they're in the driver's seat, for sure. I mean, I think this is great innovation. Question. That week that came up in our last segment with Jim Leyland was you know, he talked about the vendor dynamics. Yes, When you have the world floating upside down, things have changed. Sweet vendors lead and enable. Now you have abs dictating terms, the infrastructure. That's a cloud model. He made a good point, he said. You know, a lot of the transformational stuff is great, but then it fails during integration and pointing out that they get to a certain point. It just crashes, not crashes. That's my word. But he said thiss challenges. It wasn't specific on outcomes of of transmission, we said pretty much its struggles and usually doesn't happen. Yeah, how do you see that? Because with now, automation machine learning Now you have agility in a marketing landscape, not just marketing cloud. You got all kinds of other things. It's like this sales and marketing. And there is everything you have agility. How does the integration impacts and has the delivery impact that transformation >> Goal? What ends? You're exactly right in the fact that when organizations make a big investment and Toby Technologies, they typically have a lot of other investor. It's another technologies as well. And so how do you create agility where you gotta plug and play sometimes more than one, and I'm sure Jim talk to you about our customer experience, engine and the beauty of that right where we can go and really bring a framework to our customers and our clients. That allows us to take the best of all these of all these experiences all these platforms, I should say, to build the best in class experience, and that's something we absolutely bring to the table. It's a framework. We've proved it out. And frankly, we have a whole bunch of connectors that already exist. So from my mind, when I'm trying to get them to be agility, I bring that type of thing to the table to help them move fast. >> I think that's a successful tell sign we see with successful, then vendors and partners and integrators is that you guys took your core competency and rose software and he packaged it up to automate the heavy lifting that I mean, why wouldn't >> you do the >> way you >> are accustomed there, >> buddy? I mean, I walk in our customers and I'm like, Well, they have a little this. They have a little that, then they're goingto go on, make this massive invest in Adobe, and it's like they're not going to just discard to retire some of those things. So way attempt to solve that problem. >> That's a real differentiate. Congratulations. Jim was great on that final question for you. Look going forward. What do you excited about? What's on your road map? What's what's next for you is the next leg of the journey for global delivery. Well, more delivery, you >> know. Honestly, it's it's to continue to build off scale around all of our locations. So when you look at its Centre Interactive were, you know, obviously a big North American business. But we have businesses all over the globe, and it's to continue to create, you know, to meet our customer's demands as they expand global. That's how do we deliver local and how do we deliver around the clock for them? And so for me, it's about build those capabilities everywhere you go South America, Australia, New Zealand in Eastern Europe, and, uh, and making sure that we create the same delivery patterns and we leverage the same assets and accelerators like the customer experience engine in all those places. >> And one final question. As you look at the arena of the all the vendors competing, what's the what's the winning formula? What's the posture that you see that's a successful vendor as they integrate it in this kind of these journeys in these experiences, what successful makeup of a successful supplier to customers >> from this from a from a technology >> that you look at all the players got Microsoft big part of the job you got Amazon, you got all these. You know, Marsh, Martek Stack is littered with logo's consolidations happening. There's a lot of battles battles on the field right now. Players of fighting for their future. >> Well, honestly, I think those who are going to make it as simple and as easy to empower their people to use is gonna be the winner. And I think you're you're seeing that certainly at at Adobe. But there's a lot of other formidable vendors out there who are creating very simple techniques to go on like this up. The more you could empower a business person and a marketer to do self service, the bigger win you're gonna have >> and to your point about scale. Simplicity. Yeah, thanks for coming on. Great insight. Thank you so much to share in the commentary. Appreciate Todd Schwarz here on the Cube Global delivery lead for the Adobe account for a censure Interactive Stevens. One more day to coverage after this short break. I'm John free with Jeffrey will be right back

live from austin texas it's the cube covering deli MC world 2016 brought to you by delhi MC now here are your hosts dave vellante and stu minimus welcome back to dell emc world at austin texas 2016 this is the cube the worldwide leader in live tech coverage dale skiffington is here sees the chief privacy officer at dell she's joined by nick koo koo koo roo was a vice president of big data practice at mastercard folks welcome to the cube thanks for coming on thank you having us very important topic a privacy security I like to talk to them as two sides of the same coin but Dale why don't you start it off tell us what you guys are talking about here at Delhi MC world thanks well oftentimes you're right privacy and security are two really different topics to talk about and Nick will cover a lot this afternoon about the importance of securing data in order to have a successful big data program but privacy is also a concern to our shareholders and stakeholders and that is privacy deals with what information do you collect what information how do you use that information and who to whom do you should with whom do you share it and that's a little different than securing the data and our regulators and our customers are getting increasingly concerned about those issues and so it requires some governance some thought to be put into those programs and that's what we're going to talk about today and it's interesting Nick because in 2006 when the Federal Rules of Civil Procedure enabled or required organizations to retain and produce electronic material it instantly became the notion that data was a liability and everybody wanted to understand okay when can i delete it when can I get rid of it and then when this big data mean occurred all of a sudden data becomes an asset in a big way even though it's always been an asset we know that but in a bigger way it was almost like a bit flip and it sort of changed the attitude is that a reasonable description and how did that affect how you approached privacy well part of it is is you're absolutely right he became an asset everyone started wanted to monetize the data that they were carrying because there were great nuggets that set inside that data so we started talking about security you know the original he's talked about personally identifiable information right and that's what everyone's at name address phone numbers you know you many email addresses but then it started to turn into as we started to bring other sources of data such as Facebook Twitter all that data that sits out there in social media together we started to realize other pieces of information needed to be secure as well so now you've broaden the way that you want to take look at security because all this unstructured data starts to come in where you can identify people through a picture a photograph through a twitter feed what you want to be able to say is how do I protect them as much as I protect someone's credit card or someone's personally identifiable name address and phone number tell what talk about your role at Adele it's interesting to have a chief privacy officer on a tail and now of course Delhi MC he opens up a whole new can of worms if I could say that yes so together with our chief information security officer who looks at the policies that procedures around securing data my team is responsible for the policies procedures and controls relating to the use of the data so you know in terms of the reason why our session today is called the ethical use of data is because the laws are lagging a little bit in terms of requiring certain things to be put in place about the use they're starting to develop but what each regulator has said in the US and Europe and elsewhere is they've given companies and technology companies a chance to put in good governance in place and they've asked the companies to put in internal review boards and an accountable responsible individuals in those organizations to make good decisions about the use of data and that's what a chief privacy officer helps the organization do develop the governance structure and help with the accountability of the use of decisions around using data so they obviously the big discussion going on like this inside of MasterCard and Nicki we're talking about everybody wants to monetize the data or figure out how data can help them monetize so how do you deal with that you know analytics and you know you guys talk about the creepy factor I always worried the Amazon knows more about me than I do you know what I'm out of something and I'm reordering and my patterns and and that's kind of creepy so how do you deal with that you know part of what we do and my side of the house is we anonymize the data in many cases for that type of analysis so we try to take that personally identifiable information out of the analysis so again I can we call it an autumn is a shin where we actually on the front end say I don't care who you are what I care about is your are your patterns and can I figure out what those patterns are to create affinities so by taking them out front end and anonymizing the data doing the analysis on it and then potentially at the back end our customers re identifying those people that we have anonymized on the front end that makes it a little bit better because it's no longer a creepy factor per se because when you work with someone like Dale and what the usage of that data is in many cases when you do that analysis it's doing it for the good of that person so that person either a gets a healthier lifestyle be gets to see the products and services that they want to see or want to be able to you know purchase or whatever so again for us it's been able to understand how we protect the individual as you look through the entire analysis string and that's what we do on the advisor size with our customers so that's cool but the chief marketing officer he or she lets you identify that individual you know the the customer of one you know that one-to-one personal interaction how do you square that circle well that's actually we work with the marketing team they always say that well we have a population of 5 million in our database and I want to look at all five minutes like yes you can look at all 5 million but anonymize them because most cases you're going to send us your data scientists and there's 20 or 30 data scientists that could be working on these five million to create your campaigns they don't need to know names phone numbers or addresses so secure the data so that you're not carrying identifiable information through the ecosystem only at the very end when you say out of that population of 5 million mr. marketer here's the half a million that have a high propensity to do what you're asking do is when you re identifier so at that particular point you haven't put 5 million people at risk you've actually put half a million people what you want them to do which is the propensity to purchase or the propensity to taking action so again at the end is when you re identify and say these are the number of these are the people we should be sending a mail or two or an email to or so an offer and that narrows the threat correct matrix if I use that term and and reduces the risk very much stuff to the consumer and obviously to the organization yeah and that's why when we work with people like our privacy officers it's what are you trying to do in the analysis so that we can understand that data usage because that becomes important with what the data is that's carried through the analysis phase you may not have to carry gender you may not have to carry ethnic background you may not have to carry and these other markers that could put someone as Anna you can identify someone with so if we can keep those out it's how you're using the data and the analysis at the end and to follow up on that you know so that's the what the privacy office does it works with the business when they are envisioning a particular use of data and application a product that's going to do some of these analytics we work with them to design that product to avoid some of these risks sometimes you can sometimes the answer is we absolutely need that personal information because that's the purpose of that particular project and in those cases then we look at did you have permission from the data subject to do what you want to do with the data and if not does the society good outweigh the risks and can you mitigate those risks in certain ways so that's the balancing act that we do and that's when we decide when it's past that creepy line or when it hasn't because my role within the company is to advocate for the data subject to make sure that their expectations are being met by Del I wonder if we can unpack another use case which is fraud detection which is advanced so rapidly in the last 10 years it used to be six months and you find maybe something happened you had a look at your own statements and now you're getting texts and very proactive but certainly a lot of information has to be accessible but it's very narrow in terms of the individual can you talk about that using yeah the one thing that we find from our customers are the people we work with when you talk about fraud people don't mind that you're watching because you're reducing their liability you're reducing someone from stealing that credit card from them or being able to run up charges so when you talk about protecting someone protecting someone's digitalpersona their wallet they're willing to give and take a little bit on what information they provide to you they don't mind that you know that Pam in austin texas today and then someone's trying to charge in you know guitar at the same day they understand that it's not a privacy issue but i want to ask you about the pendulum is kind of swung like I said it used to be it would take forever to find out if there was some kind of fraud and then it became like this flawed of false positives and and and it seems to be getting better and presumably it's because a big data analytics but I wonder if you could talk absolutely our fraud teams matter of fact at mastercard we work very hard to reduce the false positives because that creates a bad experience for both the user as well as the issue of that card right so what we try to do all the times you can continue to do learning machine learning the artificial intelligence how to reduce that as you also look at people's patterns is this person a professional traveler or always traveling so that goes into the algorithm which are take a look at a false positive around fraud do they buy these types of goods with their credit cards so going you start to look at the protection and you start to add those rules into it and you start to actually reduce it it's all about learning it's not just one and done those algorithms have to be constantly updated in real time in some cases so that you're constantly in a learning phase you're building models and iterating those models and that's always a challenge but I'd love to talk about that if we have time but but I wanted to ask you Dale talk about deep learning Michael was talking a lot about machine learning and deep learning and part of his visionary discussion this morning what's the role of transparency how do you guide your constituents in terms of transparency what are the guidelines how transparent when to be trans Aaron yeah that's a great question and you know transparency was where the privacy profession lived 10 years ago it was all about giving the consumers notice about why you're collecting the data and using it consistent with that notice and being very visible with privacy statements and you know there's lots of laws around that now where you have to give specific notices the problem with big data is the power of it is using the data in ways that you didn't envision when you collected the data and that is the dilemma for privacy and big data and that's where the privacy community is trying to develop some tools for organizations to do a balancing act of okay the consumer didn't know that when they gave you that data it was going to be used for this purpose but they're not it's good its tangential to that use so that would be an acceptable use but if it's going to so surprised the consumer that you're using the data for you really need to go back and get reap Reaper missioned and in some countries it's an opt-in permission I'm going to mix Pam law spam and do not call laws seem trivial doesn't it you were mentioning off camera that I think it's your CISO is participates in public policy through the Obama administration is that as that was it you say so it's part of our DNA is security and securing the data our CEOs made a tremendous commitment to make sure that we can apply our best practices into and help the community understand how to make sure the data is secure because that's a digital persona we consider ourselves to be stewards of data not owners of data someone has entrusted us with that we want to make sure that we're constantly contributing back how to make sure it's secure and used right as we take a look at that how about regional nuances local laws haha describe sort of what you're seeing there how you address those complexities yeah so a good example is the new European regulation that's going into effect may of 2018 that has a new specific requirement about profiling automated decision that's used for marketing purposes you have to have an opt-in for using that data companies are going to struggle with how to implement that but nonetheless it's a new law and that law has four percent of annual revenue as a potential penalty Wow so it may get this straight you have to opt-in to be automated profiled automated profiling where it's going to be used for certain types of purposes decisions and you know what they're really trying to avoid is the things that the Obama administration came out with a big data report as well discrimination decisions that are made about insurance and credit etc that are automated decisions and then marketing decisions on those you know with that data the law now requires very specific opt-in and and transparency boy that's going to be tricky yeah the other thing for us is which was just described as working with people is the ability to tag that data as it's being brought in so as you think a big day that ingestion that tagging of that data and carrying the metadata what types of data needs to be tagged what types of data you have to be watching out for was it an opt-in versus an opt-out all that adds into understanding the power of what big data can do to protect both the individual and the company from being able to do something wrong with information so the nice part is with big data you can do that so again we're working with our customers and with the privacy officers understand how you do your data classifications what data needs to be tagged and then to be able to follow that full lineage through the entire ecosystem and obviously that has to be done at the point of creation correct otherwise it's it's not going to scale and and technology helps you solve that problem and that's been a challenge for years but it's a day where that actually works now yeah there's a lot of great partners and we're here at you know Dell world WMC world and they're here as well to help on that ingestion of data as it's coming in to start to tag it and to start to index and catalog it if that's the power of what big data can help you with because before you had to do it individually now you can actually use the tools you can use AI to actually understand about that information coming in to do that tagging to create that lineage it's very very important and very powerful especially as we start looking at what's coming down the road till you get involved in in helping guide solutions is that sir we have a process that is called the privacy impact assessment process and it's in the life cycle development of our products and services so much like the security reviews that are done when we when we commercialize a product we now are interjecting ourselves with a privacy review so if that project or product development or application is intending to use big data analytics as part of it we will we will help guide the business whether they need to build in opt-in consents what it is that what do they want to do with the product and what kinds of things are from a compliance perspective there do they need to build in so that we are at the table with our business partners all right we got a rep and Nick I'll give you the last word to mean so festive as the big data analytics I'll call you a visionary you know what's the future hold where's your focus in the next you know near the midterm you know under stay right with the ethics world and and probably always tell people what we're asking now is just because you have the data doesn't mean you have to use the data just because you have that information you've got to become a parent and start to be able to put some parameters around how that data is use so people in the privacy world you need to bring them to the table so again just because you have it doesn't mean you should be using it and now it's better to be a parent then just let people run crazy right Nick Goodell thanks very much for coming too i love this conversation is fascinating thank you for working do all right keep right to everybody will be back this is dell emc world from Austin Texas this is the cube right back