>> Okay. We're back here. theCube and all the action here in Mobile World Congress, cloud city, I'm John ferry, host of the cube. We've got a great remote interviews. Of course, it's a hybrid event here in the cube. And of course, cloud city's bringing all the physical face-to-face and we're going to get the remote interviews. Peter Adderton, founder, chairman, CEO of Mobile X Global. Nicholas Gerrard, founder and CEO of OxyGo. Gentlemen, thank you for coming in remotely onto the cube here in the middle of cloud city. You missed Bon Jovi last night, he was awesome. The little acoustic unplugged and all the action. Thanks for coming on. >> Yeah, thanks for having us. >> All right, Peter and Nicholas, if you don't mind, just take a quick 30 seconds to set the table on what you guys do, your business and your focus here at Mobile World Congress. >> So I'll jump in quickly. Being the Australian, I'll go first, but just quick by way of background, I founded a company called Boost Mobile, which is one of the, is now the fourth largest mobile brand in, in America. And I spent a lot of time managing effort in that, in that space and now launching Mobile X, which is kind of the first cloud AI platform that we're going to build for mobile. >> Awesome. Nicholas. >> So I'm a founder of a company called, Ox Fuel where we do is basically a telecommunity service platform for brands to basically incorporate telecom as part of their services and learn from their customers through what we call a telecom business intelligence. So basically making sense of the telecom data to improve their business across retail, financial services or in-demand economy. >> Awesome. Well, thanks for the setup. Peter, I want to ask you first, if you don't mind, the business models in the telecom area is really becoming, not just operate, but build and build new software enabled software defined just cloud-based software. And this has been a change in mindset, not so much a change so much in the actual topologies per se, or the actual investments, but as a change in personnel. What's your take on this whole cloud powering the change in the future of telco? >> Well, I think you've got to look at where the telcos have come from in order to understand where they're going in the future. And where they've come from is basically using other people's technology to try to create a differentiation. And I think that that's the struggle that they're going to have. They talk about wanting to convert themselves from telcos into techcos. I just think it's a leap too far for the carriers to do that. So I think we're going to see, you know, them pushing 5G, which you see they're doing out there right now. Then they start talking about open rand and cloud and, and at the end of the day, all they want to do is basically sell you a plan, give you a phone attached to that and try to make as much money out of you as they possibly can. And they disguise that basically in the whole technology 5G open rand discussion, but they really, I don't think care. And at the end of the day, I don't think the consumers care, their model isn't built around technology. The model is built around selling your data and, and that's their fundamental principle and how they do that. And I've seen them go through from 2G, 3G, 4G, 5G. Every G we see come out has a promise of something new and incredible. But what we basically get is a data plan with the minutes. Right? >> Yeah, yeah I totally right on. And I think we're going to get into the whole edge piece of what that's going to open up when you start thinking about what, what the capabilities are and this new stakeholders who are going to have an interest in the trillions of dollars on the table right now, up for grabs. But Nicholas wanted to get to you on this whole digital-first thing, because one of the things we've been saying on theCube and interviewing folks and riffing on is: If digital drives more value and there's new use cases that are going to bring on, that's going to enabled by software. There's now new stakeholders coming and saying, Hey, you know what? I need more than just a pipe. I need more than just the network. I need to actually run healthcare. I need to run education on the edge. These are now industrial and consumer related use cases. I mean, this is software. This is where software and apps shine. So cloud native can enable that. So what's your take on the industry as they start to wake up and say, holy shit, this is going to be pretty massive when you look at what's coming. Not so much what's going to be replatformed, but what's coming. >> Yeah, no, I think it's a, it's where I kind join Peter on this. There's been pretty significant, heavy innovation on the carrier side for, you know, if you think about it 30 years or so of like just reselling plans effectively, which is a virtual slice of the network that built. And all of a sudden they started competing against, you know, the heavyweights on the internet. We had, putting the bar really high in terms of, you know, latency in terms of expectation, in terms of APIs, right? We've we've heard about telecom APIs for 15 years, right? It's- nothing comes close to what you could get if you start building on top of a Stripe or a Google. So I think, it's going to be hard for a lot of those companies. What we do with our show is we try to bridge that gap. Right, we try to build on top of their infrastructure to be able to expose modern APIs, to be able to open up a programmatic interface so that innovators like Peter's are able to actually really take the user experience forward and start, building those specialized businesses across healthcare, financial services, and whatnot. >> Yeah, David Blanca and I were on the, on theCube yesterday talking about how Snowflake, a company that basically sits on top of Amazon built almost nothing on the infrastructure. Built on top of it and was successful. Peter, this is a growth thing. One of the things I want to get your thoughts on is you've had experiences in growing companies. How do you look at the growth coming into this market, Peter, because you know, you got to have new opportunities coming in. It's a growth play too. It's not just take share from someone. It's net new capabilities. >> Yeah. Here's the issue you've got with the wireless industry is that there's only a very few amount of them that actually have that last mile covered. So if you're going to build something on top of it, you're going to have to deal with the carrier, and the carrier as out of like a duopoly slash monopoly, because without their access to their network, you're not going to be able to do these incredible things. So I think we've got a real challenge there where you're going to have to get the carriers to innovate. Now you've got the CEO of Deutsche Telekom coming out yesterday saying that the OTT players aren't paying their fair share. Right, and I sit back and go, well, hang on. You're selling data to customers who basically are using that data to use apps and OTT. And now he's saying, well, they should pay as well. So not only the consumer pay, but now the OTT players should pay. It's a mixed message. So what you're going to have to do, and what we're going to have to do as a, as a growth industry is we're going to have to allow it to grow. And the only way to do that is that the carriers are going to have to have better access, allow more access to their networks, as Nico said, let the APIs has become more available. I just think that that's a leap too far. So I think we're going to be handicapped in our growth based on these carriers. And it's going to take regulators and it's going to take innovation and consumers demanding carriers, do it, otherwise, you know, you're still going to deal with the three carriers in your world. >> Yeah, That's interesting about- I was just talking to Danielle Royce, the DR here at TelcoDR. And she said, I was talking about ORAN and there's more infrastructure than needed. She said, oh, it's more software. I don't disagree with her. I do agree with it. But I also think that the ORAN points to, Nicholas, kind of this idea that there's more surface area to be had on the scale side. So standardizing hardware creates a lower fixed cost, so you can get some cost reduction. And then with standardized software, you get more enablement for hardened openness. I mean, open source is already proven. You can still be secure. And obviously Cloud was once said, could never be secure and most, is probably more secure than anything. What's your take on this whole ORAN commodity standardization mission- efforts? >> I think it's a, I mean, it goes along to the second phase, right? Of what the differentiation in telecom was, you know. Early on, specialized boxes that are very expensive. You know, that you, you, you, you get from a few vendors, then you have the transition over to a software. We lower the price, as you were mentioning. It can run on off the shelf hardware. And then we're in the transition, which is what Danielle is, is evangelizing, right. Transition towards the cloud and specifically the public cloud, because there's no such thing as a private cloud really. And, and so up and running is just another, another piece where you can make the Legos connect better effectively and just have more flexibility. And generally the, the, the game here is to also break the agenda when you- from, from the vendors, right? Because now you have a standard, so you don't necessarily need to buy the entire stack from, from the same vendors. You have a lot more flexibility. You know, you've probably followed the same debate that we've all seen, right. With a push against Huawei, for instance. Th-this is extremely hard for an operator, to start ripping out an entire vendor, because most of the time, they, they own the entire stack. But something like ORAN, now you can start mixing and matching with different vendors, but generally this is also a trend that's going to accelerate the move towards the public cloud. >> That's awesome. Peter, I want to get your thoughts because you're basically building on the cloud. And if you don't mind chime it in to kind of end the segment on this one point. People are trying to really get their minds around what refactoring means. And we've been saying, and talking about, you know, the three phases of, of waking up to the world. Reset your business, or reboot. Replatform to the cloud, and then refactor, which means take advantage of cloud enabled things, whether it's AI and other things. But first get on the platform, understand the economics, and then replatform. So the question, Peter, we'll start with you. What does refactoring actually mean and look like in a successful future execution or playbook? Can you share your thoughts, because this is what people want to get to because that's where the value will come from. That's where the iteration gets you. What's your take on this refactoring? >> Yeah, yeah. So I always, I mean, we're in the consumer business, so I'm always about what is the difference going to make for the consumer? So, whether you're, and when you look at refactoring and you look at what's happening in the space. Is what is the difference that's going to, what are the consumers going to see that's different and are they willing to pay for that? And so we can strip away the technical layers and we all get caught up in the industry with these buzzwords and terms, and we get, and at the end of the day, when it moves to the consumer, the consumer just sits there and says, so what's the value? How much am I paying? And so what we're trying to do at MobileX is, we're trying to use the cloud and we're trying to use kind of innovation into create a better experience for the consumer. One way to do that is to basically help the customer, understand their usage patents. You know, right now today, they don't understand that. Right if I asked you how much you paid for your mobile bill, you will tell me my cell phone bill is $150, but I'm going to ask you the next question How much data do you use? You go, I don't know, right? >> John: unlimited. >> And then I'd say why am I started- well you'd say limited, right. I will go. I'd go, I don't know. So I sit back and go, most customers are like you. You're basically paying for a service that you have no clear, no idea what you're getting. And it's designed by the carriers to scare you into thinking you need it. So I think we've got to get away from the buzzwords that we use as an industry and just dumb that down to what, what does that mean for a consumer? And I think that the cloud is going to allow us to create some very unique ways for consumers to interact with their device and their usage of that device. And I think that that's the holy grail for me. >> Yeah. That's a great point. And it's worth calling out because I think if the cloud can get you a 10X value at, at a reduction in costs compared to the competition, that's one benefit that people will pay for. And the other one is just, Hey, that's really cool. I want I'll, I value that, that's a valuable thing. I'll pay for it. So it's interesting that the cloud scale there, it's just a good mindset. >> Yeah. So it's always, I always like say to people, you know, I've spoken a lot to the Dish guys about what open rand is going to do and I keep saying to them, so what's the value that I'm going to get from a consumer. And they'll say, oh it's flexible pricing plans. They're now starting to talk about, okay, what the end product is of this technology. You look at ECM, right? ECM has been around for a long time. It's only now that we're to see ECM technology, get enabled. The carriers fought that for a long, long time. So there's a monumental shift that needs to take place. And it's in the four or five carriers in our counties. >> Awesome. Nicholas, what's your take on refactoring? Obviously, you know, you've got APIs, you've got all this cool software enabled. How do you get to refactoring and how do you execute through that? >> I mean, it's a little bit of a, what Peter was saying as well, right? There's the, the advantage of that point is to be, you know, all our stuff basically lives in the cloud, right. So it's opportunity to, to get that closer, you know, just having better latency, making sure that, you know, you're not losing your, your photos and your data as you lose your phone and yep. Just bet- better access in general. I, I think ultimately like the, the push to the cloud right now is it's mostly just a cost reduction. The back tick, as far as the carriers are concerned, right. They don't necessarily see how they can build that break. And then from there start interacting with the rest of the OTT world and, and, you know, Netflix is built on Amazon and companies like that, right? Like, so as you're able to get closer as a carrier to that cloud where the data lives, this is also just empowering better digital experience. >> Yeah I think that's where the that's, the proof point will be there, as they say, that's where the rubber will meet the road or proof is in the pudding, whatever expression. Once they get to that cost reduction, if they can wake up to that, whoa we can actually do something better here and make m- or if they don't someone else will. Right. That's the whole point. So, final question as we wrap up, ecosystem changeover. Lot more ecosystem action. I mean, there's a lot of vendors here at Mobile Congress, but real quick, Peter, Nicholas, your take on the future of ecosystem around this new telco. Peter, we'll start with you. >> Yeah, I look, I mean, it, it, again, it keeps coming back to, to, to where I say that consumers have driven all the ecosystems that have ever existed. And when I say consumers also to IOT as well, right? So it's not just the B to C it's also B to B. So look to the consumer and look to the business to see what pain points you can solve. And that will create the ecosystems. None of us bet on Uber, none of us bet on Airbnb. Otherwise we'd all be a lot richer than we are today. So none of us took that platform- and by the way, we've been in mobile and wireless and any kind of that space smartphone space for a long time. And we will miss those applications. And if you ask a CEO today of a telco, what's the 5G killer application, that's going to send 5G into the next atmosphere, they can't answer the question. They'll talk about drones and robotic surgeries and all things that basically will never have any value to a consumer at the end of the day. So I think we've got to go back to the consumer and that's where my focus is and say, how do we make their lives better? And that will create the ecosystem. >> Yeah, I mean, they go for the low hanging fruit. Low latency and, and whatnot. But yeah, let's, it's going to be, it's going to be, we'll see what happens. Nicolas your take on ecosystems as they develop. A lot more integrations and not customization. What's your thoughts? >> Yeah, I think so too. I mean, I think going back to, you know, again like 20- 20 years ago, the network was the product conductivity to the product. Today it's a, it's a building block, right? Something that you integrate that's part of your experience. So the same way we're seeing like conversions between telecom and financial services. Right? You see a lot of telcos trying to be banks. Banks and fintechs trying to be telcos. It's, it's a blending of that, right? So it, at the end of the day, it's like, why, what is the experience? What is the above and beyond the conductivity? Because customers, at this point, it's just not differentiated based on conductivity, kind of become just a busy commodity. So even as you look at what Peter is building, right, this, what is the experience above and beyond just buying a plan that I get out of it, or if you are a media company, you know, how do I pair my content or resolve real problems? Like for instance, we work a lot to the NBA and TikTok. They get into markets where, you know, having a video product at the end and people not being well-connected, that's a problem, right? So it's an opportunity for them to bring the building block into their ecosystem and start offering solutions that are a different shape. >> Awesome. Gentlemen, thank you so much. Both of you, both experienced entrepreneurs and executives riding the wave on the right side of history, I believe. Thanks for coming on theCube, I appreciate it. >> Thanks for having us. >> If you're not riding the wave the right way, you're driftwood. And we're going to toss it back to the studio. Adam and the team, take it from here.

Live from Nice, France, it's the Cube, covering .Next Conference 2017 Europe, brought to you by Nutanix. Welcome back to the French Riviera, Riviera, sorry. I'm Stu Miniman, and this is the Cube, and we're live, so every once in a while, things take a little bit longer, or we slip on a thing or two but we're really excited to have two guests from Veeam with me. Of course the Cube was at VeeamON earlier this year, and so I've got Nicolas Savides, who is the Senior Director of Alliances in EMEA, and Michael Cade, who I've known from the virtualization community for a number of years, but first time also on the program, global technologist, also with Veeam. Gentlemen, thank you so much for joining us. My pleasure. All right. Nicolas, let's start with you, tell us a little bit about your background, how long you've been at Veeam, what's your role there. So I'm in charge of follow alliances for the EMEA region, so I've been at Veeam for six years now. My mission is really to build full stack solutions with our set of alliance partners to deliver the best possible solution on level of availability for our customers. All right. Michael, same question for you. So, I started at Veeam about two and a half, three years ago, I started off as a systems engineer with a data center background, so doing Veeam as an SE, and then moved up into this global technology role. And basically, I work very closely with product management, within the product strategy team, so one of my key responsibilities is gaining feedback from our customer base, and hopefully getting new features into the product that are going to help Veeam grow from a technology point of view. Awesome, good. So we get to talk about the ecosystem, we get to talk about the partners between dues. Nicolas, at your conference, per your whole executive team, talked about, Veeam had ridden that wave of virtualization, like many of us, I've spent a lot of time in that ecosystem myself. Today, virtualization of course hasn't gone away and is still majorly important, but it's a really about a lot more than that. There's a lot of cloud going on now, a much broader ecosystem, I think for many years when I thought of Veeam, there was one partner that was critically important and there were a few others. Now, there's a lot more. Tell us, how's your role been changing in the last couple of years? I think, our customers asked us to think broader than we used to. So yes, we started on virtualization, inside the data center, and the needs expanded. So, inside the data center it became diverse, not only VMware, but Hyper-V, and then it went beyond the border of the data center. Public clouds, Azure, Amazon, and more and more coming, and our customer loved the level of simplicity, and quality that Veeam delivered in silence, they wanted to keep that quality when they were expanding to a multi-class strategy. And that our job is changing today, our product is evolving, to take in charge that diverse wall. Our mission today is to protect any app, any data, in any cloud. And we've released a set of products to take that in account, and that's something we share, in the vision we share, with Nutanix here. Michael, I want you to take us into, the mind of your customers today. Of course, it integrates spectrum out there, if you talk about, virtualization, I've still run across customers that are still very early in that journey. When you talk about cloud, this week at the show, I've talked to some that, well, I've got regulations, especially in certain countries here in Europe, where I'm not doing it and others that are heavily, heavily, heavily, weighted toward the cloud. So, give us the flavor for what are the big problems, the real reasons when you're engaging with customers. So, I would say, exactly that. Let's see we've got people that are, just beginning to go down that virtualization route, but then we've also got some big customers that are looking at how do we leverage AWS, and other public cloud-type offerings. I think that's, so 18 months ago, we announced that the availability platform, which as Nicolas said, any app, any data, any cloud, the ability to still, obviously we've got a strong heritage in that virtualization space, with vSphere and Hyper-V, I think with the extension of AHV on top of that, but also with our agents, for those physical workloads, but not just physical workloads, think cloud instances, any virtual machine that we don't have access to the hypervisor, up in AWS, or Azure, we've got the ability to leverage our same toolsets, to be able to manage and back those up, and make them available, as well as software as a service, so we see a lot net-new customers coming in, and actually where they don't necessarily use us for the virtualization environment, but they're looking to us to use us for Office 365 mail backup, bringing that back on premises rather than leaving it all down to Microsoft to look after that protection window, so you can see there's quite a lot, and then on top of that we've got, we're enabling our service provider, our reseller community to offer backup as a service, DR as a service, we've got a cloud connect model, so you can see, where pre-18 months ago, we were back up in replication, for virtualization, and now we've got this whole portfolio, this whole availability platform, where we can hit a lot of the different aspects of up and coming infrastructures that are out there. Yeah, when I listen to Nutanix talk, they talk about enterprise cloud, and it was not just data center, but it was data center and cloud, and they're even talking a little bit about Edge, and they don't talk about much, but you just brought up Sass is a huge piece, from our numbers, it's got two-thirds of the public cloud numbers. Where does, give us from the customers' standpoint the overlap between where you see Nutanix today, in that whole cloud discussion. So, we're seeing quite a large number of Nutanix customers teaming up with Veeam, to protect those virtualized workloads, especially in the vSphere and Hyper-V area. Obviously we don't have the AHV support just yet, but definitely seeing a lot of uptake, and even in the session yesterday that I did, we forget that half the room said that they were using vSphere or Nutanix with Veeam, and then probably a 1/4 using Hyper-V, and a 1/4 using AHV. But then when I asked a question about, to the audience of around 250, 300 people, we probably saw half the room say they were considering moving to AHV, because of what Veeam is doing in that space as well. Yeah. We know that AHV of course is something Nutanix has been beating the drum. I need to get the partner perspective on this. How much of this have customers been asking, how much of it is from the Nutanix end, give us the update as to how long is this going to take, and how hard of a lift is this. So, when we decided, to go onto launch support for AHV, this was really a demand from our customer. This was, we started from a statement that said, okay, we know as customers, we will have to go multi-cloud, whether it's for resiliency, cloud, quality of service, whatever the reason, we'll have to go multi-cloud. And then the question that comes next is, what's the best player to make it happen? And how do I guarantee the right level of SLS, availability, when I go that way? We think Nutanix has a pretty good answer on how do I make multi-cloud strategy happen, and we already partnered on the Hyper-V and Vmware part, and our customer was saying, I will go to the multi-cloud, I will use AHV eventually. Growing slowly, not overnight, but that will grow, and I make a choice of data protection, availability, for the long run. Veeam, please help us get into that direction, and that was making perfect sense of us, getting with them into that multi-cloud direction, and support acropolis. We've announced it a few months ago in .Next in the US, I've made a first live demo yesterday during the session, so Michael was doing it, and we expect the product to be released in 2018. But we're already feeling a lot of demand and very positive feedback around it here at the show and at our booth. Great. 2018, coming pretty quick. One of the things you hear from customers is they understand, it's going to be multi-cloud, multi-hypervisor kind of ends up there, managing across those different environments is tough, the biggest sin in IT is always you end up with a heterogeneous mess, and then the poor admins have to deal with it. Veeam has a nice story, more than a story, but that's something that, really, you're trying to position and help customers across those environments, maybe you can speak to that some. Yes, so I think one of the really important things for us is making sure that that interface, or that experience when just deploying Veeam, is very easy to use, very usable, it's very important to keep that, as we move forward and develop all these new products. All of the new products use a very similar, easy-to-use, wizard-driven type approach, but with some extra functionality to allow things like restful API out the back so that people can customize that. But when I showed the AHV demo yesterday, it's really aimed towards the Nutanix acropolis administrator, so it uses very much a prism-looking view, an interface, a web interface, but then it still links in and authenticates against VBR, so Veeam Backup Replication, to leverage the repositories, still uses that native file format that we have, the VBKs, the VIBs, so then we can start to use the same functionality that we have within VBR, to use backup copy jobs, send things to tape, use our Veeam explorers for application, item-level recovery, all of that good stuff that we have today that exists in vSphere, admins will know if they're using Veeam and vSphere, but we wanted to import that into, or make it, remember that this is a version one product, and everything, to your last question as well, is around everything Veeam do and develop, is generally based on feedback from our customers. We listen to those and implement those changes where we see that it's going to help people to achieve what they need to achieve, whilst still trying to keep that easy-to-use mentality. Okay, so relative confidence you can talk to customers and say hey, you've got vSphere and you want to do vSphere and AHV, your management of that environment isn't going to be horrific. Yeah, absolutely. (laughs) Yeah, yeah. Nicolas, so we've talked about the AHV, what else would the partnership, where do the key engagements and anything down the line beyond we've talked about already that we should highlight? Really, where we go is we're both companies that work a lot with a channel, so resellers, integrators, so that's obviously the next step, getting Oracle system ready, jointly, to deliver what we promised to our customers, make sure they're aware of how that works and what are the benefits, and of course, last step is really a collaboration, around going together to the customers, making sure it's not only an alliance that is from the technology perspective of a product, but it's really something our customers can feel on the ground and can trust. One of our customers who is there today, a manufacturer in the aeronautics industry, he's been using Nutanix and Veeam for a year now, he's very excited about the announcement, because he loves the flexibility we already offer, an order comes in, comes out in that sector, on the scale of it that was offering, but we know he will move progressively to acropolis and he was very happy about us, and we are together, with him, to go into his journey into digital information multi-cloud strategy. Yeah. In talking to Nutanix leading up to the show, they actually said from a pre-registration standpoint, your sessions were at the top of the list from a partner standpoint. Of course Nutanix loves all their partners. (laughs) But Michael, what is it that customers, usually it's I want to learn something, or something that's really going to help them in their job, what's so exciting that's pulling the customers in, what are the types of questions they're coming, what are they taking away from a show like this, from a joint, Veeam-Nutanix? So from our point of view, it was, one thing that we didn't put in the abstract, was around we want to show the AHV thing, because we announced something in June, we felt like we needed to have that, at least something to show. So actually, we're close to having a landing page that will allow the interested parties to come in and look for that beta and we'll give them that information but we split the session into two parts, one was the vSphere and the Hyper-V that we have on the truck today, and secondly was the bit to keep everyone in their seats, right, to show them the AHV stuff and how it looks from an interface point of view, and actually the methodology that we're using to take those backups and as well as the guest file restores, through a question point of view, so the architecture looks pretty simple and easy to use, and that's exactly what we wanted to hear from the v1 feedback is okay, that makes sense, why you're doing that, so from that architecture point of view it's going to look very simple, it's an AHV proxy appliance that's going to sit inside the AHV cluster, and it's then going to authenticate to an existing or a new VBR server. So, in terms of people were interested about the beta, obviously that's generally what comes up, but that was really the feedback that we got, they were asking about what's next, when can we have this, that, and that's important for us, but it's also very positive for us, because if people are already thinking about v2, v3, then that's a great roadmap or vision for what this needs to look like in the short term. Excellent. Always love to hear the customer excitement and engagement on that, I'm sure everybody will be looking for the beta code, look to catch up with you at a future event, when we can talk about the full G8. Nicolas, Michael, thank you so much for joining us today, I'm Stu Miniman and we'll be back with lots more coverage here from Nutanix .Next in the French Riviera, you're watching the Cube. (intro music)

>> Announcer: Live, from Boston, Massachusetts, it's The Cube, covering OpenStack Summit 2017. Brought to you by the OpenStack Foundation, Red Hat, and additional ecosystem support. (upbeat techno music) >> Welcome back, I'm Stu Miniman, joined by my co-host for the week, John Troyer. We've been talking this week about how OpenStack, there's real clouds, there's real deployments. I'm happy to welcome to the program two people that have done this with Adobe Advertising Cloud. We have Joseph Sandoval, who is the engineering manager at Adobe Advertising Cloud, and Nicolas Brousse, who is director of operations engineering. Gentlemen, thanks so much for joining us. >> Thank you for letting us join. >> Thank you. >> Nicolas, I'm sorry Joseph, we actually had you on the program at the Silicon Valley OpenStack Days a little while ago. Refresh our audience, though, a little bit, your background, how OpenStack fits in with your role, and what you do. >> Sure. Now, I've been in, a long time, in the OpenStack community, at that time when I was at the Silicon Valley event, I was with Lithium Technologies, so we also were an OpenStack user, but we were also kind of going through some transformation, I think, I would say we kind of really pushed the Kubernetes button for the community at that time. So I think I kind of got a little rep about being kind of like an agitator in this community to try to make the product really, you know, work for people who are actually consuming it. >> Right, so not only have you deployed OpenStack, you've done it at two different jobs now already. >> Joseph: Yes. >> People think we're still so early there, but we're already seeing that progression. Alright, Joseph, a little bit of background, yourself, what brought you to the current role in interaction with OpenStack? >> Yeah, so it's Nicolas. >> I'm sorry, yeah Nicolas, sorry, yeah. >> It's okay. >> I come from this startup company called TubeMogul that got acquired by Adobe last year, and one of our challenges as a startup was to be able to scale our cloud infrastructure and our infrastructure in general. We were a newer user of a public cloud at that time, but over the years we faced multiple challenges, not only as a cost challenge, where it gets like easily out of control with public clouds, but also technical challenge. We were in like an IP goals environment with very lean team operation. So we had to figure out a way where we can scale some of our technology and some of our platforms. And so my first technical prime was to have a reasonable cost control. And so we started to look at different cloud solutions. At the time it was like Eucalyptus, CloudStack, Open Nebula, and we tried many of these to get control, to get some time to figure out what was the solution. And we moved quickly to OpenStack and started to implement and get like some known, couple of here a journey to implement that and scale a little faster too. >> Stu, I want to point out something. In that story, at least what I took away from it, usually when you have a problem state of a lean team and you're trying to hyper growth >> Stu: In scaling. >> In scaling, the answer is public cloud. Oh, we'll just go to the public cloud, that'll solve all that problem. You chose a different way and chose a different architecture. >> Nicholas: Correct. >> Anything that brought you to that decision? >> Yeah, so there was a few factors. First one was like, well cost growth on public clouds was growing faster than the revenue in some ways, so that doesn't line up. You need to have a story that makes more sense. And the second one was really like technical. We had some very specific challenge where we're in the real-time bidding advertising, so we have a huge amount of traffic. We do want to try billions, HTTP request on the platform. All of those need to be answered in a few milliseconds, so the proximity of our partner, you can always see that as a smaller stock exchange for advertising. So we need to be close to our partner so all this auction process is happening very quickly. And we have to store huge amount of data. Any of the solution you will find on the public cloud will end up having like 50 minutes ago that's 50 milliseconds that doesn't necessarily fit our use case. >> Yeah, just maybe you can bring us inside the architecture a little bit. >> Joseph: Sure. >> Talk about, look, public cloud isn't simple, obviously costs people, you know, we understand that and there's the debate as to where those pieces fit. But you know, OpenStack, speak a little bit to how it is to put that together. Simplicity is not usually what we hear when we talk, but what worked, what didn't work, what did you have to kind of customize to kind of get things working? >> You know, I think the one thing is just coming through like, you know, two different implementations is that, yeah there is complexity. And what I really got out of this was that you know, you really just have to consume the things that you need, so we've been very lean about the APIs that we consume, what services that we think are meaningful to our business. Instead of taking really all as a service type parts of this framework, we really narrowed it down to what matched our business requirements. I think as well as kind of like how you're consuming, and I think if you noticed the keynote on Monday, all of a sudden we're seeing this new pivot of like, let us manage your cloud. And it still kind of speaks to some of the challenges that you know, the end users of OpenStack have. And I think the part that's really important for anyone that's really going on this journey is that, you know, it's how you decide to consume it, like can you start really running it within like a CICD model so that you're really getting into that dev-ops aspect of it. Even within Amazon, I think in my journey, that's one thing that I think a lot of people miss is that when they try to lift and shift, like they want to race to the public cloud, you're going to still be challenged because you haven't really fundamentally changed how you're consuming the cloud product. You're not making yourself cloud native. And I think in my journey, I've made those same mistakes. I've learned from it enough. I'm actually really realizing that it's almost bigger than OpenStack. It's almost like how as business you operate and how your teams fundamentally build their tools and how they kind of like make open source a true strategy. >> I'd love to hear about the applications that you're using in this environment. We hear it in some of the keynotes on some of the users, you know, rapid move from where they started to adding applications. You mentioned cloud native. What are the class of applications, what percentage of your business runs on that? >> Sure, yeah so the code name we've given our platform is CloudMogul. And really it comprises bare metal, primarily OpenStack, and yet we still also use Amazon, so we have all different frameworks in there, depending on the type of, you know, workload that's there. As far as like OpenStack specifically, we really just consume the court. It's compute, storage, and network. Storage is probably a little bit secondary for us, the way we have designed our platform. Network is the really key thing. And as Nicholas mentioned earlier, I mean, that's the thing that in Amazon, you'll see great choices for compute, great choices for memory, but if you try to find an affordable network, you know, intensive instance, and that's what you know, we have decided why we're doing the data center. So we really have stuck really with just the core OpenStack services. Currently our developers are looking at now rolling out Kubernetes, and they're kind of doing it in a more, you know, dev POC. And as well as we're trying to balance out like the broader Adobe strategies, like they want to move to multi-cloud, they want to use Azure. So there's quite a bit that we're trying to consume, but with the lean team, we have to really be judicious about what we decide to roll in. >> Nicholas, can you comment maybe on the applications you mentioned some of the costs. The keynote, cost compliance capabilities, does that resonate with you, and how do you choose between the public and >> I think it's more like to get back to this lean operation, it would drive like some of our info on it, like we're a technology company in some way. I mean, we are building software, we are building certain solutions. You know, our goal is to develop like an advertising solution and trend solutions at several customer. So we're on a tier to be like a storage solution for OpenStack or compute solution for OpenStack or public cloud. So we really had to focus on what is selling or best use case or solve one problem, as that's where we had like to really look at cutting the fat in some way on OpenStack and really just looking at what is going to be the best use case for us. So we liberate OpenStack for most of our bidding system and manage all those calculating for the VMs, but we also integrate that very easily with like a flat network designed with open maker, so we are about to really like get the best of both worlds, between like Permital, OpenStack, and virtualization, and know we are also like implementing like reverting on the, be able to offload some of the workload back to Amazon in Ozone, we are starting to look at Ozone like a cloud provider but for trying to revert like what's the best and consider like all the terms we have. >> Can you give us a little insight to that cloud bursting is a term that, you know, gets attention because data's tough to move, you know, where the application lives, is that you know, container, Kubernetes stuff that you're doing, expand that a little for us. >> So it's definitely challenging. It's not something that, and then we got a very quick iteration and we have been able to liberate it easily first because we are like a very simple design on the way we were managing our kernel environment on OpenStack prime mount. So it was to very easily integrate, have a direct connect to a VPC on Amazon and just offload some of the compute of these onto this VPC. So a challenge we had to learn is we are trying to understand we're in the workload and that was in iteration, when we did move back to in house, understanding like the network traffic you are getting and understanding like the back and forth between your backend and your frontend. That's something you don't really see or understand easily on public cloud. When you move back in house, then you start to see the bottlenecks and you start to learn about what is really your workload, and we are to do this again, like with cloud bursting, okay, what kind of back and forth are going between our compute services and all the backend service that it needs to access. And latency being very critical for us, we had to really measure that. >> Yeah, you never know til you try it, right? >> Exactly. >> You crawl, walk, run. Hey Joseph, you talked about CICD and rate of change. I'm kind of curious how you're seeing the rate of change of your infrastructure stack, so OpenStack, versus you said you're now kind of experimenting with Kubernetes containers in the talk. A lot of talk about containers here at the show. For me, it's becoming a little more clear where in the architectural pie, layer cake, that that, pie, layer cake, that that fits in. Can you talk about rate of change? Are you looking at, does your infrastructure need to change at the same rate as the application on top of it, or how are you all looking at it? >> You know, in just beginning this journey, the one thing that I've really took away and that was one guy on my team when I was at Lithium, where he would always talk about like really meeting your developers where they're at. And yes, there's so much change, and you have to really kind of balance it. And you know, some of these companies we've been with, we've had some software stacks that are almost a decade old. They're just not made with cloud nativeness in mind. And that's where, you know, I've always been a really like let's move forward, and that was one of the early individuals saying, you know, I was at OpenStack Prague and we were doing, you know, Kubernetes under the control plane. In hindsight I was like, well, it was a little kind of premature. It was almost a little reckless. But I think that the thing that I'm trying to do now is really just try to leverage like where our product's at. Can I help evolve the platform so that, are we 12-factored, can we get there? You know, we have big data kind of workloads. How do we like start taking frameworks that allow us so that you know, we can be in this multi-cloud world. So I think there is a challenge, you know, you're hearing all these new great things that are happening. You know, you're coming to these summits, and you're getting all this hype. But then you really got to walk away. And I just kind of do that sniff test, testing something out to see like, is it really ready? And especially with where we're at in enterprise, you know, we really have to map to security compliance. And I think those are some of the gates that we're challenged with, as well as like, is the workload that we're bringing in, have we adapted it enough so that we can really kind of push what we're doing. Cause I'd love to see us get to the point where we have the frameworks of containers and Kubernetes. But not everything for us can get there. You know, so like on the edge, we're doing billions of requests per second. Bare metal is the key thing for us. And we're running HA proxy on the edge. So the key thing for us is like, run it as code, let's count how much can we do to get this so that we can fully automate this and make it repeatable. And I think that's kind of the core ethos for the team. >> You talked about coming to different summits over the years, kind of the sniff test. What's the mood of the attendees here at OpenStack summit here in Boston this year in 2017 and is it different from previous years? >> You know, I think we seen kind of some interesting ebb and flows. I think when I was in Barcelona, it was definitely different. I was kind of like surprised, it just felt like it was a little bit less energy. Austin I thought was tremendous, it was a great event. And I kind of feel like, I think there's a little bit more pragmatism that set in, which I think is really healthy and a sign of maturity that you know, people are really kind of understanding instead of getting caught up in that, the cloud hype, you know, public versus private and all these things. I think now we're starting to see a more mature audience. I think OpenStack foundation and the community has also kind of adapted as well. I know they try to be everything for everybody under the cloud in a data center. And I think now we're actually seeing a more healthy approach, so for me I think there's still a lot of energy there. Maybe it's getting a little boring, which to me in my world, that's a good thing. >> Nicholas, I'm curious, do you either at this show or at other events, how are you working with your peers in the industry to understand that kind of hybrid multi-cloud model and sort that out, you know, resources you go to, conversations you have, you know, how do you create that learning? >> So, first it's I come from the culture that's from the startup to Mogul that got a prior where we're ready for costs on the customer and the end goal of what we are trying to build. And we are not necessarily driven by the technology itself, we really try to devise technology to solve a problem. We have a lot of geek on our team, and that's what drives some of our discussion. But we're really more trying to look at how we drive the product for our world. And that's really like most of the discussion, even with our product, like we started a year ago to use the Fastly file pen to sort some specific problem where we can't have like a global footprint as much as the city and provider. And they were able to address like some of a specific use case, where they can do like a synchronous looking for us. And that was something like a specific business case for us, and every time we go like to an event or technology, we are trying to see like what are we trying to solve? And that's what drives most of our discussions. >> Joseph, sounds like you've given feedback and been on some of the leading edge of some of the activities. Is there anything you look at where you're hoping for a little bit more maturity, either OpenStack in general or the vendor community out there, you know, what are you hoping to see, you know, as we mature this even further? >> Sure, I mean I would say one thing about, you know, the OpenStack community. And I know this was always kind of one of my early beefs about it. It felt so vendor-centric, and very vendor-influenced that it just didn't really for me feel like the actual consumers, the individuals who really are using these platforms are really being heard. So I think they need to still kind of really force it, really listen to that feedback from the community, what's working, what's not working. As far as what I'd love to see, is you know, I think there's been a little bit more of like a correction I guess in a sense of like all the kind of like services that were out there, these side projects. I think there was a lot of messaging about like let's all work together, which I think is kind of, I just kind of wince a little bit. But I'm like, it's good, I'm glad that they've kind of come to this recognition. I'd love to see more and more of that. But I also want to make sure that the OpenStack community, like stay distinct. I'm not sure if I 100% think like, leveraging off the Kubernetes community, like yes, work together, let's make these things, you know, coexist and stuff. But I do hear some things where like, hey, we should just make this service be the backend for Kubernetes. I'm like, hmm. I don't think you've really looked at the framework of some of these APIs and how they're going to integrate in that environment. And I actually would like to see them develop, you know, distinctly, but you know, find some really friendly integration points so that me as a consumer, I can like easily use these as we evolve and our platform evolves, I can easily kind of start roadmapping these into our platform. >> Alright, Nicholas and Justin, really appreciate you giving us the update, and we'd love to get that real practitioner viewpoint. John and I will be back with more coverage here from OpenStack 2017 in Boston. You're watching The Cube. (upbeat techno music)

Sand Hill Road to the heart of Silicon Valley it's the cute presenting the people first Network insights from entrepreneurs and tech leaders when I'm John Ferrari with the cube I'm the co-host also the founder of Silicon angle me we are here on Sand Hill Road at Mayfield for the people first conversations I'm John furry with the cube weird Allen being global CTO and IT of innovation at Procter & Gamble formerly the same position at coca-cola has done a lot of innovations over the years also a reference account back in the day for web methods when they call on the financing of that one of the most famous IPOs which set the groundwork for web services and has a lot of history going back to the 80s we were just talking about it welcome this conversation on people first network thank you for inviting me so the people first network is all about people and it's great to have these conversations you're old school you were doing some stuff back on the 80s talking about doing RPA 3270 you've been old school here yeah I go back to APL as my first programming language went through the the third generation languages and of course the old 30 to 70 emulation which is what we know today is our PA one of the cool things I was excited to hear some of your background around your history web methods you were a reference call for venture financing of web methods which was financed on the credit card for the two founders husband and wife probably one of the most successful I appeals but more importantly at the beginning of the massive wave that we now see with web services this is early days this was very early days when I was at DHL we were looking at what we're gonna do for the future and in fact we built one of the first object-oriented frameworks in C++ at the time because that was all that was available to us or the best was available we rejected Corbis and we said look if we're gonna go this direction and one of my developers found web methods found philip merrick it was literally at the time working out of his garage and had this technology that was going to allow us to start moving into this object-oriented approach and I remember the day Robin Vasan form a field called and said hey I'm thinking about investing in web methods what do you think about it and not only was it one of the first startups that I ever worked with but it's actually the first time I met anybody in the venture community way back in nineteen I think 1997 is what had happened and that was a computing time in computer science and then the rest is history and then XML became what it became lingua franca for the web web services now Amazon Web Services you see in cloud computing micro services kubernetes service meshes this is a new stack that's being developed in the cloud and this is the new generation you've seen many waves and at Procter & Gamble formerly coca-cola you're the same role you have to navigate this so what's different now what's different say 15 20 years ago how are you looking at this market how you implementing some of the IT and infrastructure and software development environments I think what's change is you know when we got into the the early 2000s Nicolas car came out and said IT doesn't matter and I think anybody that was an IT had this very objectionable response initially but when you step back and you looked at it what she realised was in many cases IT didn't matter and those were those areas that were non-competitive those things that could be commoditized and it was completely right the reality is IT has always mattered that technology does give you a competitive advantage in certain markets and certain capabilities for a company but back then we had to go out and we had to purchase equipment we had to configure the equipment there was a lot of heavy lifting in corporations just did not want to invest the capital so they outsource the stuff wholesale I think General Motors was the first one that just out sourced everything and was followed by other companies including Procter & Gamble the decision at that time was probably right but as we go forward and we see what's happened with corporations we see the valuations of corporations the amount of return on equity based on the on the capital that's being invested we can see that data is important we can see that agility flexibility is key to competing in the future and therefore what's changing is we are now moving into an age of away from ERP so we're moving into an age away from these outsource providers on a wholesale basis and using it selectively to drive down costs and allowing us to free up money in order to invest in those things that are most important to the company so you're saying is that the folks naturally the server consolidation they've bought all this gear all this software over you know 18-month rollouts before they even see the first implementation those are the glory days of gravy trains for the vendor's yeah not good for the practitioners but you're saying that the folks who reinvested are investing in IT as a core competency are seeing a competitive advantage they certainly are you know I think I made the statement front of a number of the vendors and a few years ago and people were not comfortable with it but what I said was like you gone are the ears of these 10 20 million dollar deals gone are the ears of the million two million dollar deals we're in the ear of throwaway technology I need to be able to use and invest in technology for a specific purpose for a specific period of time and be able to move on to the next one it's the perfect time for startups but startups shouldn't be looking at the big picture they should be looking at the tail on these investments let me try things let me get out in the market let me have a competitive advantage in marketing which is most important to me or in supply chain those are the areas that I can make a difference with my consumers and my customers and that's where the investments have to go so just in constant of throwaway technology and you know you'd also be said of you know being more agile though interesting to look at the cloud SAS business model if Amazon for us I think that's the gold standard where they actually lower prices on a per unit basis and increase more services and value but in the aggregate you're still paying more but you have more flexibility and that's kind of a good tell sign so that you're seeing that ability to reuse either the infrastructure that's commoditized to shift the value this is are people having a hard time understanding this so I want to get your reaction to how should I tea leaders understand that the wave of cloud the wave of machine learning what a I can bring to the table these new trends how how should leaders figure this out is there a playbook as there are things that you've learned that you could share you know that there's really a playbook it's still early on everyone's looking for one cloud fits all the reality is whether it's Google whether it's Amazon whether it's Microsoft whether it's IBM all clouds are different all clouds have our special are purpose-built for different solutions and I think as an IT leader you have to understand you're not going to take everything and lift and shift that's what we used to do we're now in the position where we have to deconstruct our business we have to understand the services the capabilities that we want to bring to market and not lock ourselves in its building blocks its Legos we're in the period of Legos putting these things together in different manners in order to create new solutions if we try to lock ourselves in the past of how we've always financed things how we've always built things then we're not going to be any better off in the new world than we were in the old alan i want to get your reaction to to two words our PA and containers well as i said earlier our PA is 3270 emulation from the 1980s and for those of us that are old enough to remember that i I still remember scraping the the old green screens and and putting a little process around it it what's nice though is that we have moved forward machine learning and AI and other other capabilities are now present so that we can do this I actually played around with neural nets probably back in 1985 with an Apollo computer so that tells you how far back I go but technologies change processing speeds change everything the technology trends are allowing us to now to do these things the question that we have is also a moral dilemma is are we trying to replace people or are we trying to make improvements and I think that you don't look at our PA as a way simply to replace work it's a way to enhance what we're doing in order to create new value for the customer or for the consumer in our case I think in the in the area of containers you know again been around for a while been around for a while it's just another another approach that we're not we don't want lock in we don't want to be dependent on specific vendors we want the portability we want the flexibility and I think as we start moving containers out to the edge that's where we're gonna start seeing more value as the business processes and the capabilities are spread out again the idea of centralized cloud computing is very good however it doesn't need to be distributed what's interesting I find about the conversation here is that you mentioned a couple things earlier you mentioned the vendors locking you in and saying here's the ERP buy this and with this you have to have a certain process because this is our technology you got to use it this way and you were slave to their their tech on your process serve their tech with containers and say orchestration you now the ability to manage workloads differently and so an interesting time there's that does that change the notion of rip and replace lift and shift because if I a container I could just put a container around it and not have to worry about killing the old to bring in the new this is on the fundamental kind of debate going on do you have to kill the old to bring in the new well you need to kill the old sometimes just because it's old it's time to go other times you do need to repackage it and other times I hate to say it you do need to lift and shift if you're a legacy organization they have a long history such as most of the manufacturing companies in the world today we can't get rid of old things that quickly we can't afford to a lot of the processes are still valid as we're looking to the future we certainly are breaking these things down into services we're looking to containerize these things we're looking to move them into areas where we can compute where we want to when we want to at the right price we're just at the beginning of that journey in the industry I still think there's about five to seven years to go to get there now I'll talk about the role of the edge role of cloud computing as it increases the surface area of IT potentially combined with the fact that IT is a competitive advantage bring those two notions together what's the role of the people because you used to have people that would just manage the rack and stack I'm provisioning some storage I'm doing this as those stovepipes start to be broken down when the service area of IT is bigger how does that change the relationship of the people involved you know you win with people at the end of the day you don't win with technology you know a company of such as Proctor and Gamble and I think what's happened if you look at historically the ERP vendors came out probably 99 2000 and it used to be and remember these I'm old to be honest with you but I remember that we used to have to worry about the amount of memory we were managing we had to be able to tune databases in all of this and the vendors went ahead and they started automating all those processes with the idea that we can do it better than a human and a lot of people a lot of the technology talent then started leaving the organizations and organizations were left with people that we're focusing on process and people a process excuse me process and the the the business which is very good because you need the subject matter experts going forward we have to reinvest in people our people have the subject matter expertise they have some technology skills that they've developed over the years and they've enhanced it on their own but we're in this huge change right now where we have to think different we have to act different and we have to behave differently so doubling down on people is the best thing that you can do and the old outsource model of outsourcing everything kind of reduces the core competency of the people yeah now you got to build it back up again exactly I mean we when we left at P&G 15 years ago about 5,000 people left the organization when we outsource them when we outsource the technology to our partner at that time now it's time we're starting to bring it back in we've brought the network team back in and stood up our own sock in our own NOC for the first time in years just this past year we're doing the same thing by moving things out to the cloud more and more is moving to the cloud we're setting up our own cloud operations and DevOps capabilities I can tell you having been on both sides of it it's a lot harder to be able to bring it back in than it is to take it out and you know interesting proctoring games well known as being a very intimate with the data very data-driven company the data is valuable and having that infrastructure NIT to support the data that's important what's your vision on the data future of the data in the world well I think data is has a value to itself but when you tie it to products you tie it to your customers and consumers it's even more valuable and we're in the process now of things that we used to do completely internally with our own technology or technology partners we're now moving all of that out into the cloud now and I must say cloud its clouds plural again going back to certain clouds are better for certain things so you're seeing a dramatic shift we have a number of projects underway that are in the cloud space but for customers and consumers number of cloud projects in the way for our own internal employees it's all about collecting the data processing the data protecting that data because we take that very seriously and being able to use it to make better decisions I want to get your reaction on two points and two quite lines of questioning here because I think it's very relevant on the enterprise side you're a big account for the big whales the old ERP so the big cloud providers so people want to sell you stuff at the same time you're also running IT innovation so you want to play with the new shiny new toys and experiments start up so if startups want to get your attention and big vendors want to sell to you the tables have kind of turned it's been good this is a good it's a good buyers market right now in my opinion so what's your thoughts on that so you know start with the big companies what do they got to do to win you over well they got to look like how they got to engage and for startups how do they get your attention I think the biggest thing for either startup or large companies understanding the company you're dealing with whether it's Procter & Gamble whether it's coca-cola whether it was DHL if you understand how I operate if you understand how decisions are made if you understand how I'm organized that's gonna give you an a competitive advantage now the large corporations understand this because they've been around through the entire journey of computing with these large corporations the startups need to step back and take a look and see where do I add that competitive advantage many times when you're selling to a large corporate you're not selling to a large corporate you're selling two divisions you're selling two functions and that's how you get in I've been working with startups as I said back since web methods and it was just a two-person company but we brought them in for a very specific capability I then took web methods with me when I left DHL I took them to GE when I left GE I took them to ing because I trusted them and they matured along the way I think finding that right individual that has the right need is the key and working it slowly don't think you're gonna close the deal fast if you're start-up know it's gonna take some time and decide if that's in your best interest or not slow things down focus don't try to boil the ocean over too many of them try to boy you're right Jimmy people try to boil the ocean get that win one win will get you another one which will get you another win and that's the best way to succeed get that beachhead Ellen so if you could go back and knowing what you know now and you're breaking into the IT leadership's position looking forward what would you do differently can do a mulligan hey what would you do differently well you know I think one of the one of the dangers of being an innovator in IT is that you really are risk taker and taking risks is counterculture to corporations so I think I would probably try to get by in a little bit more I mean someone once told me that you know you see the force through the trees before anybody else does your problem is you don't bring people along with you so I think I would probably slow down a little bit not in the adoption of technology but I'd probably take more time to build the case to bring people along a lot faster so that they can see it and they can take credit for it and they can move that needle as well yeah always sometimes early adopters and pioneers had the arrows on the back as they say I've had my share now thanks for sharing your experience what's next for you what's the next mountain you're going to climb well I think that as we're looking forward latency is still an issue you know we have to find a way to defeat latency we're not going to do it through basic physics so we're gonna have to change our business models change our technology distribution change everything that we're doing consumers and customers are demanding instant access to enhanced information through AI and m/l right at the point where they want it and that means we're now dealing with milliseconds and nanoseconds of having to make decisions so I'm very interested in looking at how are we going to change consumer behavior and customer behavior by combining a lot of the new technology trends that are underway and we have to do it also with the security in mind now before we security was secondary now as we're seeing with all of the hacks and the malware and everything that's going on in the world we have to go in and think a little bit different about how we're gonna do that so I'm very much engaged in working with a lot of startups I live here in the Silicon Valley I commute to Cincinnati for Procter & Gamble I'm spending time and just flew in from tel-aviv literally an hour ago I'm in the middle of all the technology hotspots trying to find that next big thing and it's a global it's global innovation happens everywhere and anywhere the venture community if you look at the amount of funds it used to be invested out of the Silicon Valley versus the rest of the world it continues to be on a downward trend not because the funding isn't here in the Silicon Valley but because everyone is recognizing that innovation and technology is developed everywhere in the world Alan Bain was the CTO global CTO and IT innovator there at the cube conversation here in San Hill Road I'm John for a year thanks for watching you