from the silicon angle media office in Boston Massachusetts it's the queue now here's your host Stu minimun hi I'm Stu minimun and this is a special cube conversation from our Boston area studio following up from the Cronus global cyber summit it happened recently down in Miami Beach Florida John Fourier was a host there you can always go to the cube net to get all of the content here happy to welcome to the program first I've got Pat Hurley who's the vice president and general manager of Americas for a Cronus and joining him as one of his partners Jason Nolan who's the vice president of business development at S Castle both you locally-based thank you so much for joining us great to be here thanks for having us - all right so Pat why don't we start with you we talked a little bit earlier with William tall about some of the announcements give us some of the things and that specifically might be it'd be important to to the partners like Jason well first of all was a fantastic event was our inaugural cyber summit we had great attendance from our partners and getting a lot of feedback about the content that was there actually Jason was one of our panel speakers we got a lot of very positive feedback there as well fantastic event for us the the food was even great so we enjoyed that it was on Miami Beach fantastic location so from our side we thought was a very successful event now the biggest challenge we will have is making even that much better next year yeah did you get the stone crab while you were down there Jason who is unbelievable huh yeah so you were out the show you got to sit on some panels you know you were feeling the energy it was great to interact for the audience and kind of hear the questions that they had and the excitement and the energy around the messaging was really really powerful all right so bring us a little bit into the solutions how are they benefiting you know all of your partners absolutely so for those of you guys who don't know really who Acronis does a lot of people know us really as a backup company from back in the day maybe consumer backup maybe small medium-sized business on-premise backup solutions we've completely transformed the company over the last few years and how we talk about cyber protection which is the combination of cybersecurity and and and data protection we frame that in some tenants that we call sabes so safety accessibility privacy authenticity and security we take those solutions delivering the partners like as cast so that they can then wrap additional services around their customer base to increase the ARPU that they're getting there increase the margin that they're collecting from their customers and obviously deliver an end-to-end complete cyber protection solution all right so Jason you're here is the voice of the customer so as Castle what are your customers telling you and how does that resonate with them so for our customers data protection has always been important they've had to address the number one rule is never lose the data and with the cyber threats today always changing they're not sure what to do so they turn to us as their service provider to help guide them through you know to make sure that they're not one of the next companies on the news and it's nice as a service provider to be able to combine those those services and products with a vendor like a Cronus so that we can provide more value we can strengthen relationships and not have 300 vendors that we have to work with all right my understanding you spend a lot of time with the financial institutions absolutely they don't want to be the next one you know on the front page of the paper in the news on the radio and the like so anything specifically for them that that's worth calling out so I think with the financial services companies having the ability to protect their data their portfolio that they hold you know so important to their business they don't want anyone to have access to that and if any of their so they have to meet the requirements of the investors they have to meet the requirements of the financial institutions and make sure that they're following all of the different guidelines and depending on which markets are in what countries are in they all have different data sovereignty rules they have to deal with gdpr and so there's a lot of different areas that they need to navigate and so they as castle as a service provider we help them understand you know and kind of build that in as a standard and that's what we've done with the Cronus is we've built in the data protection strategy and now we can look at adding in the cybersecurity components to our portfolio to help give them that comprehensive suite and then I you can imagine how it takes a lot of different solutions to pack those together to provide an end band solution for their customers I think one of the beauties of recurrence is that we allow you to provide multiple services in a single pane of glass so you get a lot of very smart people on your team that have to manage multiple solutions what we try to provide is that single opportunity that single solution they learn one thing where they can be backup disaster recovery secure files things are all in one platform allow them to kind of minimize the number of solutions they need to be experts on to provide their customers the highest level service all right Jason security is a very much a multi-faceted you know ever-growing landscape out there tell us how is castle partners with the Cronus and how it fits into your your overall services so our partnership with the Cronus first started with data protection it was one of the first solutions that we were able to find that was able to fit every use case so as a platform as a service provider we're supporting on-premise legacy equipment our hosted VMware cloud infrastructure multi-tenant and infrastructure as your every flavor of cloud services you could imagine because we want the customer to have the solution that fits their needs the best and what we were looking for and a Cronus was able to provide for us was one platform of data protection that was able to be universal across all the different use cases so that's where it starts as a foundation always protecting the data always having a backup in multiple locations and all of our data centers worldwide and now to be able to layer on top of that some of the cybersecurity components in one single pane of glass is only going to allow us to give a better level of service to our customers and Panna I expect that a lot of stuff that we talked about with the financial services translate to many other industries yeah I mean the of the day data's data right and you could talk about different verticals how they use that data the other day it's all about protecting the data making sure your data is secure making sure you have an authentic copy of your data making sure that everything is secure so for us you know we we are known as a backup company but backup is kind of going away you need a more complete solution so one of the things that all these guide bad bad doers out they're doing is they're really trying to go after your backups and trying to lock them down because they understand that that's a first place you're gonna go to try to recover from a ransomware attack our solutions are based on artificial intelligence allowing the machine learning capabilities within our solutions to detect those from from the beginning from to prevent our customers from a zero-day attack so that you're not relying on that one backup to make sure your infrastructure can get back up and running you know and Jason maybe just frame for us the relationship between you and your customers and security you hear everything from you know certain cloud providers are like you know well you know we're like your landlord you know you made her lock your doors and take care of all that stuff and others are more you know hey we're gonna you know really go belly to belly with you and make sure that we've done everything bulletproof with you but what do you hear these days and what we're hearing from the customers is that they're looking to everyone is looking to migrate either start their cloud strategy if they haven't if they've been you know behind the curve if they've had a cloud strategy they were looking to increase we've actually had some customers want to maybe come out of the hyperscale as already so there's a lot of different use cases a lot of different journeys that the customers run and I think helping them navigate so what we've been able to do is as part of our services is wrap around the different cloud services a layer of security at each component so there's that perimeter network the you know there's all of the firewalls next-gen firewalls are now are a requirement they're no longer optional mobile devices endpoint protection network security fishing spearfishing user education there's so many different things that that their own employees need to be aware of that they never had to worry about before and it's it's almost you know like 20 years ago when disaster recovery emerged on the market cybersecurity now is front and center and if you're not paying attention to it at some point it's gonna come up and bite them so we're working with our customers to make sure they never have to deal with that yeah and I think an important part of that it's no longer just the data center right it's all those edge devices right we live in a very connect world data is transferred across multiple devices every day so there's different points where there's a vulnerability that could be identified and you can't just rely on an end user to make sure that they're protecting me well and especially if I know when I was having the earlier conversation with William we're talking about the smbs you know you know if the enterprise I've got my C so and I've got my team and I'm gonna work on that if I'm the SMB well it might be a generalist that security is under the bucket of all the other things that they need to do and therefore they're going to need to turn to their platforms and their partners to help them with a lot of this I mean to say they go to the IT guy right who say well he resolves everything at the end of the day enterprises have big budgets to spend on the stuff I heard something for the analysts reports that you know they're talking about high-level guy at Bank America so what's your budget for cybersecurity I have a budget that ever needs to be spent we're gonna spend on that to make sure that our customers data is secure what we really try to do is package lot of that stuff together to make it affordable complete secure for any customers no I absolutely think most of your customers don't have the billions of dollars to be able to say that they've at least done what they needed to do to make sure that they've they've done all they can so Jason I'll give you the final word first and Pat for you know things that you took away from the show and bring in to your customers so a in the panel discussion we had at the show we were asked to talk about different experiences as a service provider and one of the things that was really important for us that came from the audience was you know what does it take to switch how do you select your vendors and I think what's often overlooked by service riders is the cost of choosing a vendor and what we mean by that is if we were to choose the wrong vendor there is a huge cost of operations to switch from one vendor to the other where you're taking a very limited resource pool of the people on the operations team that are usually focused on on boarding new customers servicing the existing customer base generating revenue who now have to go to non revenue operations just to make that heavy-lift of a transition so picking the partnership with the Kronus was really important to us we made that change and it's been the best decision we've ever made yeah just to piggyback off of that we're not someone that our partners right so we considered as Castle be very strong channel partner of ours they give us reach into that mm custer community the other day they're really the experts we're providing some technology they can rely upon upon to provide a secure complete solution for their customers but that was really the key takeaway for me as you're able to interact face-to-face with your partners directly you're able to hear some of the pain points that they deal with on a daily basis it's not over email so I don't know phone calling on a zoom or WebEx you know you're talking face-to-face these guys understand those real-time problems and working toward solutions together at one big event so that's been fantastic we hope to double attendance for the next event and bring even more partners into the fold pen Jason thank you so much for sharing your takeaways from the Acronis global cybersecurity summit I'm Stu Mittleman and thanks as always for watching the cute

>>Thank you. Thank you so much for having me. I'm thrilled to be in conversation with you today. And I thought I would just kick things off with some opening reflections on this really important session theme, and then we can jump into discussion. So I'd like us to, as a starting point, um, wrestle with these buzz words, empowerment and inclusion so that we can, um, have them be more than kind of big platitudes and really have them reflected in our workplace cultures and the things that we design and the technologies that we put out into the world. And so to do that, I think we have to move beyond techno determinism and I'll explain what that means in just a minute. And techno determinism comes in two forms. The first on your left is the idea that technology automate. Um, all of these emerging trends are going to harm us are going to necessarily, um, harm humanity. >>They're going to take all the jobs they're going to remove human agency. This is what we might call the techno dystopian version of the story. And this is what Hollywood loves to sell us in the form of movies like the matrix or Terminator. The other version on your right is the techno utopian story that technologies automation, the robots, as a shorthand are going to save humanity. They're going to make everything more efficient, more equitable. And in this case, on the surface, they seem like opposing narratives, right? They're telling us different stories. At least they have different endpoints, but when you pull back the screen and look a little bit more closely, you see that they share an underlying logic, that technology is in the driver's seat and that human beings, that social society can just respond to what's happening. But we don't, I really have a say in what technologies are designed. >>And so to move beyond techno determinism, the notion that technology is in the driver's seat, we have to put the human agents and agencies back into the story protagonists and think carefully about what the human desires, worldviews values assumptions are that animate the production of technology. We have to put the humans behind the screen back into view. And so that's a very first step in when we do that. We see as was already mentioned that it's a very homogenous group right now in terms of who gets the power and the resources to produce the digital and physical infrastructure that everyone else has to live with. And so, as a first step, we need to think about how to, to create more participation of those who are working behind the scenes to design technology. Now, to dig a little more deeper into this, I want to offer a kind of low tech example before we get to the more high tech ones. >>So what you see in front of you here is a simple park bench public it's located in Berkeley, California, which is where I went to graduate school. And on this one particular visit, I was living in Boston. And so I was back in California, it was February, it was freezing where I was coming from. And so I wanted to take a few minutes in between meetings to just lay out in the sun and soak in some vitamin D. And I quickly realized actually I couldn't lay down on the bench because of the way it had been designed with these arm rests at intermittent intervals. And so here I thought, okay, th th the armrests have a functional reason why they're there. I mean, you could literally rest your elbows there, or, um, you know, it can create a little bit of privacy of someone sitting there that you don't know. >>Um, when I was nine months pregnant, it could help me get up and down or for the elderly the same thing. So it has a lot of functional reasons, but I also thought about the fact that it prevents people who are, are homeless from sleeping on the bench. And this is the Bay area that we're talking about, where in fact, the tech boom has gone hand in hand with a housing crisis. Those things have grown in tandem. So innovation has grown with inequity because we have, I haven't thought carefully about how to address the social context in which technology grows and blossoms. And so I thought, okay, this crisis is growing in this area. And so perhaps this is a deliberate attempt to make sure that people don't sleep on the benches by the way that they're designed and where the, where they're implemented. And so this is what we might call structural inequity, by the way something is designed. >>It has certain yeah. Affects that exclude or harm different people. And so it may not necessarily be the intent, but that's the effect. And I did a little digging and I found, in fact, it's a global phenomenon, this thing that architect next call, hostile architecture around single occupancy, benches and Helsinki. So only one booty at a time, no Nolan down there. I've found caged benches in France. Yeah. And in this particular town, what's interesting here is that the mayor put these benches out in this little shopping Plaza and within 24 hours, the people in the town rally together and have them removed. So we see here that just because we, we have a discriminatory design in our public space, doesn't mean we have to live with it. We can actually work together to ensure that our public space reflects our better values. But I think my favorite example of all is the metered bench. >>And then this case, this bench is designed with spikes in them and to get the spikes to retreat into the bench, you have to feed the meter. You have to put some coins in, and I think it buys you about 15, 20 minutes, then the spikes come back up. And so you will be happy to know that in this case, uh, this was designed by a German artist to get people to think critically about issues of design, not the design of physical space, but the design of all kinds of things, public policies. And so we can think about how our public life in general is metered, that it serves those that can pay the price and others are excluded or harmed. Whether we're talking about education or healthcare. And the meter bench also presents something interesting for those of us who care about technology, it creates a technical fix for a social problem. >>In fact, it started out as art, but some municipalities in different parts of the world have actually adopted this in their public spaces, in their parks in order to deter so-called loiters from using that space. And so by a technical fix, we mean something that creates a short-term effect, right? It gets people who may want to sleep on it out of sight. They're unable to use it, but it doesn't address the underlying problems that create that need to sleep outside of the first place. And so, in addition to techno determinism, we have to think critically about technical fixes, that don't address the underlying issues that the tech tech technology is meant to solve. And so this is part of a broader issue of discriminatory design, and we can apply the bench metaphor to all kinds of things that we work with, or that we create. >>And the question we really have to continuously ask ourselves is what values are we building in to the physical and digital infrastructures around us? What are the spikes that we may unwittingly put into place? Or perhaps we didn't create the spikes. Perhaps we started a new job or a new position, and someone hands us something, this is the way things have always been done. So we inherit the spiked bench. What is our responsibility? When we notice that it's creating these kinds of harms or exclusions or technical fixes that are bypassing the underlying problem, what is our responsibility? All of this came to a head in the context of financial technologies. I don't know how many of you remember these high profile cases of tech insiders and CEOs who applied for apples, >>The Apple card. And in one case, a husband and wife applied, and the husband, the husband received a much higher limit, almost 20 times the limit as his, >>His wife, even though they shared bank accounts, they lived in common law state. Yeah. >>And so the question there was not only the fact that >>The husband was receiving a much better rate and a high and a better >>The interest rate and the limit, but also that there was no mechanism for the individuals involved to dispute what was happening. They didn't even know how, what the factors were that they were being judged that was creating this form of discrimination. So >>In terms of financial technologies, it's not simply the outcome, that's the issue, or that can be discriminatory, >>But the process that black box is all of the decision-making that makes it so that consumers and the general public have no way to question it, no way to understand how they're being judged adversely. And so it's the process, not only the product that we have to care a lot about. And so the case of the Apple card is part of a much broader phenomenon >>Of, um, races >>And sexist robots. This is how the headlines framed it a few years ago. And I was so interested in this framing because there was a first wave of stories that seemed to be shocked at the prospect, that technology is not neutral. Then there was a second wave of stories that seemed less surprised. Well, of course, technology inherits its creators biases. And now I think we've entered a phase of attempts to override and address the default settings of so-called racist and sexist robots for better or worse than here. Robots is just a kind of shorthand that the way that people are talking about automation and emerging technologies more broadly. And so, as I was encountering these headlines, I was thinking about how these are not problems simply brought on by machine learning or AI. They're not all brand new. And so I wanted to contribute to the conversation, a kind of larger context and a longer history for us to think carefully about the social dimensions of technology. And so I developed a concept called the new Jim code, >>Which plays on the phrase, >>Jim Crow, which is the way that the regime of white supremacy and inequality in this country was defined in a previous era. And I wanted us to think about how that legacy continues to haunt the present, how we might be coding bias into emerging technologies and the danger being that we imagine those technologies to be objective. And so this gives us a language to be able to name this phenomenon so that we can address it and change it under this larger umbrella of the new Jim code are four distinct ways that this phenomenon takes shape from the more obvious engineered inequity. Those are the kinds of inequalities tech mediated in the qualities that we can generally see coming. They're kind of obvious, but then we go down the line and we see it becomes harder to detect it's happening in our own backyards, it's happening around us. And we don't really have a view into the black box. And so it becomes more insidious. And so in the remaining couple of minutes, I'm just, just going to give you a taste of the last three of these, and then a move towards conclusion. Then we can start chatting. So when it comes to default discrimination, this is the way that social inequalities >>Become embedded in emerging technologies because designers of these technologies, aren't thinking carefully about history and sociology. A great example of this, uh, came to, um, uh, the headlines last fall when it was found that widely used healthcare algorithm, effecting millions of patients, um, was discriminating against black patients. And so what's especially important to note here is that this algorithm, healthcare algorithm does not explicitly take note of race. That is to say it is race neutral by using cost to predict healthcare needs this digital triaging system unwittingly reproduces health disparities, because on average, black people have incurred fewer costs for a variety of reasons, including structural inequality. So in my review of this study, by Obermeyer and colleagues, I want to draw attention to how indifference to social reality can be even more harmful than malicious intent. It doesn't have to be the intent of the designers to create this effect. >>And so we have to look carefully at how indifference is operating and how race neutrality can be a deadly force. When we move on to the next iteration of the new Jim code, coded exposure, there's a tension because on the one hand, you see this image where the darker skin individual is not being detected by the facial recognition system, right on the camera, on the computer. And so coded exposure names, this tension between wanting to be seen and included and recognized whether it's in facial recognition or in recommendation systems or in tailored advertising. But the opposite of that, the tension is with when you're over, it >>Included when you're surveilled, when you're >>Too centered. And so we should note that it's not simply in being left out, that's the problem, but it's in being included in harmful ways. And so I want us to think carefully about the rhetoric of inclusion and understand that inclusion is not simply an end point, it's a process, and it is possible to include people in harmful processes. And so we want to ensure that the process is not harmful for it to really be effective. The last iteration of the new Jim code. That means the, the most insidious let's say is technologies that are touted as helping us address bias. So they're not simply including people, but they're actively working to address bias. And so in this case, there are a lot of different companies that are using AI to hire, uh, create hiring, um, software and hiring algorithms, including this one higher view. >>And the idea is that there there's a lot that, um, AI can keep track of that human beings might miss. And so, so the software can make data-driven talent decisions after all the problem of employment discrimination is widespread and well-documented, so the logic goes, wouldn't this be even more reason to outsource decisions to AI? Well, let's think about this carefully. And this is the idea of techno benevolence, trying to do good without fully reckoning with what, how technology can reproduce inequalities. So some colleagues of mine at Princeton, um, tested a natural learning processing algorithm and was looking to see whether it exhibited the same, um, tendencies that psychologists have documented among humans. And what they found was that in fact, the algorithm associated black names with negative words and white names with pleasant sounding words. And so this particular audit builds on a classic study done around 2003 before all of the emerging technologies were on the scene where two university of Chicago economists sent out thousands of resumes to employers in Boston and Chicago. >>And all they did was change the names on those resumes. All of the other work history education were the same. And then they waited to see who would get called back and the applicants, the fictional applicants with white sounding names received 50% more callbacks than the, the black applicants. So if you're presented with that study, you might be tempted to say, well, let's let technology handle it since humans are so biased. But my colleagues here in computer science found that this natural language processing algorithm actually reproduced those same associations with black and white names. So two with gender coded words and names as Amazon learned a couple years ago, when its own hiring algorithm was found discriminating against women, nevertheless, it should be clear by now why technical fixes that claim to bypass human biases are so desirable. If only there was a way to slay centuries of racist and sexist demons with a social justice bot beyond desirable, more like magical, magical for employers, perhaps looking to streamline the grueling work of recruitment, but a curse from any job seekers as this headline puts it. >>Your next interview could be with a racist bot, bringing us back to that problem space. We started with just a few minutes ago. So it's worth noting that job seekers are already developing ways to subvert the system by trading answers to employers tests and creating fake applications as informal audits of their own. In terms of a more collective response. There's a Federation of European trade unions call you and I global that's developed a charter of digital rights for workers that touches on automated and AI based decisions to be included in bargaining agreements. And so this is one of many efforts to change the ecosystem, to change the context in which technology is being deployed to ensure more protections and more rights for everyday people in the U S there's the algorithmic accountability bill that's been presented. And it's one effort to create some more protections around this ubiquity of automated decisions. >>And I think we should all be calling for more public accountability when it comes to the widespread use of automated decisions. Another development that keeps me somewhat hopeful is that tech workers themselves are increasingly speaking out against the most egregious forms of corporate collusion with state sanctioned racism. And to get a taste of that, I encourage you to check out the hashtag tech, won't build it among other statements that they've made and walking out and petitioning their companies. One group said as the, at Google at Microsoft wrote as the people who build the technologies that Microsoft profits from, we refuse to be complicit in terms of education, which is my own ground zero. Um, it's a place where we can, we can grow a more historically and socially literate approach to tech design. And this is just one resource that you all can download, um, by developed by some wonderful colleagues at the data and society research Institute in New York. >>And the, the goal of this intervention is threefold to develop an intellectual understanding of how structural racism operates and algorithms, social media platforms and technologies not yet developed and emotional intelligence concerning how to resolve racially stressful situations within organizations and a commitment to take action, to reduce harms to communities of color. And so as a final way to think about why these things are so important, I want to offer, uh, a couple last provocations. The first is pressed to think a new about what actually is deep learning when it comes to computation. I want to suggest that computational depth when it comes to AI systems without historical or social depth is actually superficial learning. And so we need to have a much more interdisciplinary, integrated approach to knowledge production and to observing and understanding patterns that don't simply rely on one discipline in order to map reality. >>The last provocation is this. If as I suggested at the start in the inequity is woven into the very fabric of our society. It's built into the design of our, our policies, our physical infrastructures, and now even our digital infrastructures. That means that each twist coil and code is a chance for us to weave new patterns, practices, and politics. The vastness of the problems that we're up against will be their undoing. Once we, that we are pattern makers. So what does that look like? It looks like refusing colorblindness as an anecdote to tech media discrimination, rather than refusing to see difference. Let's take stock of how the training data and the models that we're creating. Have these built in decisions from the past that have often been discriminatory. It means actually thinking about the underside of inclusion, which can be targeting and how do we create a more participatory rather than predatory form of inclusion. And ultimately it also means owning our own power in these systems so that we can change the patterns of the past. If we're, if we inherit a spiked bench, that doesn't mean that we need to continue using it. We can work together to design more, just an equitable technologies. So with that, I look forward to our conversation.

live from Las Vegas it's the cube covering Dell technologies world 2019 to you by Dell technologies and its ecosystem partners welcome back everyone to the cubes live coverage of Dell technologies world 2019 here in Las Vegas at the sands Expo I'm your host Rebecca night along with my co-host do minimun we are joined by Steve Nolan he is the lead product manager private cloud at CenturyLink thank you so much for coming and direct from st. Louis Missouri thank you thanks for having me today so let's start by having you tell our viewers a little bit about CenturyLink ok centrelink is a very large carrier international with our recent acquisition of level 3 we have a little over 500,000 fiber optic miles belong to us we're wired into over a hundred thousand buildings globally across approximately 60 countries connected into over 300 data centers so that's kind of our telecom network story I actually work within a division of essentially that handles managed hosting products it's through an acquisition they did a number of years ago called a company called sabes where we now have about 20 years a little over 20 years and managed hosting services to customers in the business and there's been a lot of news this week at Dell technologies world and you your CenturyLink had a big announcement just this morning yes we just released a press release on a two-prong option we've been working on for about six months now it's for a private cloud product that I manage that I released actually a year and a half ago we just added it now Dell options for that product based on the Dell PowerEdge six are 640 server and that of course we did that to be able to expand options and choices for our customers to UM open up the opportunities to those situations where we weren't able to get into before so we're very excited about it so it's it's new it's it's exciting it's of course a great great platform very very amazing technology so Steve that the term private cloud you know is it's almost about 15 years old now but there were many years that we didn't all agree as to what private cloud should be you know I run article recently about hybrid cloud and you know even hybrid cloud was basically like oh I had private cloud and public cloud and a bunch of pieces and I put them together and like well the hybrid multi-cloud stories were hearing this mean many of their shows very different we're trying to get our heart around this so you know I'm familiar with Savas you know I've seen century like many times at vmworld so bring us inside that private cloud it tell us a little bit about you know what you've been seeing in the environment some of those key use cases to what customers are doing and and how this is different than you know the virtualized environments of the past certainly so so what we've been seeing happen in the industry and and it's some and you go back a number of years a few years well to the cloud and you have six people what does cloud me and you get six definitions right but what we've seen is that there's this huge move towards public cloud over the last number years the hyper cloud all-day activity we see plenty of it and there's been challenges associated that you don't find out day one you find out over time certain things that were challenged to work with and in a public cloud type of scenario customers at you know what I still want to hold on to some infrastructure and what we're seeing now also do what private cloud is it is a an infrastructure there's a hum percent dedicated to one client and a story all of that infrastructure belongs to one one one company one entity it is not shared nothing is shared that is true private cloud and so that's what what I manage for our company is our private cloud products we're and we've we have one that's been with us not for about 15 years it's on VMware we're a large VMware shop where a hundred percent VMware today we've been working with VMware for I think a total 15 years a little over 15 years and the various types of products and solutions and platforms we work with them for a year and a half to be able to create our new private cloud product that is a hyper conversion infrastructure software fine networking based on VMware's VMware cloud foundation software suite right so that's where the movements are and and what's happening with this now a we want to go into kind of what's happening in the industry in the world is the way that you built infrastructure historically right as you build your compute your network your storage and your security those are the four minimum columns of which technology you need for a solution and then you connect it all together it's some by four different groups for different subject matter expert groups and and it can be very time-consuming to piece all that together now we roll into this hyper-converged world and you just give me a stack of servers that have some cpu some RAM some disks and I layer on some very well designed and architected software like some VMware Cloud Foundation and I define everything from one interface through software it makes of the ability for enterprise customers to be able to move a much faster or making change to the environment I can spin up a firewall in minutes a several a balancer a router that's very powerful compared to how it was done in the past so Steve one of the years expertise I know CenturyLink has is on the networking side of it's something we've heard Dell talking about their networking and how that's expanding the HCI market today and as well as if you talk about that hybrid or multi cloud environment networking is a critical component things like an ST when put into so can you help you know where does that those those pieces fit into your environment where we see that that going and is these are it's a common theme and that we've been talking through a little over a year now and this this topic of milliseconds matter is the edge and so that's where it's really evolving to and that's what we're working towards as well so so one of the things we're doing with our products is moving in our products out to them the data centers many more data centers what we've done in the past and then taking that a step further we go to edge computing because of our telecom expertise and experience and our thousands of points of presence we can put those systems into a pop if you would we can put those systems of course on customer Prem getting the response times down to just a few milliseconds which is critical to business's response times delivery companies or various comers where that that's important to the middle of stiffens milliseconds matters because it saves them money because they're very able to be more responsive to their customers that's exactly what I want to drill into a little bit you say milliseconds matter which is which is absolutely true and you're talking about how customers feel this need to move so much faster and we know about the breakneck speed of technological change can you give us a real business impact I mean as you said this this really is game-changing for so many companies can you just give us an example of a customer you're working with and how this really the ROI on the stuff yeah okay so we're working with some shipping companies who of course they've got the little responders when they delivered the package they have hundreds maybe as many as a few thousand locations they want to be able to put that data right neck in those locations so that the response on that package gets that information faster they they get closure on that they are able to bill faster they're able to move on to the next item faster provide the information to their customers faster those are the real live examples that we're seeing with the Middlesex and spanner type of scenario we actually did a demo of this at vmworld last year we just give an example where and we did a test of going across the internet and then going across a dedicated circuit and we painted us one page one screen and it took a second going across the internet and it took a half a second to go across the dedicated circuit and so it's like will you take that one page and it's the thousands of pages that one of your employees goes through in a day and then multiply it by your thousands of ploys that's not where we're adding up to cost savings more efficiencies of your employees when they can get that information faster all right so one of the important areas here is that is the management piece so we can understand your partnering deeply with VMware is it primarily the V realized suite for from management tooling anything what's what's special about the CenturyLink offering so relative to my product offering is in the private cloud we actually have because here's the situation customers don't just have one cloud we all know the true story is it's it's not about public or private it's about both it's not about one cloud or one other cloud is about many and so we actually through an acquisition we had done we created a product called cloud application manager it's a multi cloud management product that is designed today to support from one interface I can have a W us as your Google my private cloud product we call the centrally private cloud on VMware cloud foundation our public cloud product all from one interface I can manage my workloads I can monitor the oasis we will manage a monitor those OS as an application for the customer Larrin will be call our managed services anywhere a methodology - for customers that want that management to provide that for them right so it's it's really about it being able to take all those different environments in that hybrid IT solution the vast majority of enterprise folks either have one or are stuck with right and be able to trim it down to singular interfaces to be able to support them how closely are you working with customers on the actual implementation onboarding of these new technologies and making sure that employees are also really onboard with these things so well first of all when we work through solutions with our customers we don't just say here pick this from a menu and so we sit down and design for them so so we're very specific in how we've designed our products to where we actually allow over a thousand configuration options so we want that you have to right-size the infrastructure that's what you start that's the foundation your right size that infrastructure for your work environment for what it is that you're trying to accomplish and you allow flexibility to be able to grow it and so we have flexibility to be able to have RAM or storage to those systems or add more systems give the flexibility to grow as you need to grow whatever but it is you want to push it's growing on you fine so so that's where we start with this in that design aspect of this and that's how we solution all of our mana Hosting sub products great well Steve you started this conversation at cube Ricky you're ending a cube alum so thanks so much for coming on the show well thank you for having us having me all right appreciate it I'm Rebecca Nightforce - minimun we will have much more of the cubes live coverage of Dell technologies world coming up in just a little bit

(hopeful futuristic music) >> Hey welcome back everybody, Jeff Frick here with theCUBE. We are really excited to have this cube conversation here in the Palo Alto studio with a real close friend of theCUBE, and repeat alumni, Leslie Berlin. I want to get her official title; she's the historian for the Silicon Valley archive at Stanford. Last time we talked to Leslie, she had just come out with a book about Robert Noyce, and the man behind the microchip. If you haven't seen that, go check it out. But now she's got a new book, it's called "Troublemakers," which is a really appropriate title. And it's really about kind of the next phase of Silicon Valley growth, and it's hitting bookstores. I'm sure you can buy it wherever you can buy any other book, and we're excited to have you on Leslie, great to see you again. >> So good to see you Jeff. >> Absolutely, so the last book you wrote was really just about Noyce, and obviously, Intel, very specific in, you know, the silicon in Silicon Valley obviously. >> Right yeah. >> This is a much, kind of broader history with again just great characters. I mean, it's a tech history book, but it's really a character novel; I love it. >> Well thanks, yeah; I mean, I really wanted to find people. They had to meet a few criteria. They had to be interesting, they had to be important, they had to be, in my book, a little unknown; and most important, they had to be super-duper interesting. >> Jeff Frick: Yeah. >> And what I love about this generation is I look at Noyce's generation of innovators, who sort of working in the... Are getting their start in the 60s. And they really kind of set the tone for the valley in a lot of ways, but the valley at that point was still just all about chips. And then you have this new generation show up in the 70s, and they come up with the personal computer, they come up with video games. They sort of launch the venture capital industry in the way we know it now. Biotech, the internet gets started via the ARPANET, and they kind of set the tone for where we are today around the world in this modern, sort of tech infused, life that we live. >> Right, right, and it's interesting to me, because there's so many things that kind of define what Silicon Valley is. And of course, people are trying to replicate it all over the place, all over the world. But really, a lot of those kind of attributes were started by this class of entrepreneurs. Like just venture capital, the whole concept of having kind of a high risk, high return, small carve out from an institution, to put in a tech venture with basically a PowerPoint and some faith was a brand new concept back in the day. >> Leslie Berlin: Yeah, and no PowerPoint even. >> Well that's right, no PowerPoint, which is probably a good thing. >> You're right, because we're talking about the 1970s. I mean, what's so, really was very surprising to me about this book, and really important for understanding early venture capital, is that now a lot of venture capitalists are professional investors. But these venture capitalists pretty much to a man, and they were all men at that point, they were all operating guys, all of them. They worked at Fairchild, they worked at Intel, they worked at HP; and that was really part of the value that they brought to these propositions was they had money, yes, but they also had done this before. >> Jeff Frick: Right. >> And that was really, really important. >> Right, another concept that kind of comes out, and I think we've seen it time and time again is kind of this partnership of kind of the crazy super enthusiastic visionary that maybe is hard to work with and drives everybody nuts, and then always kind of has the other person, again, generally a guy in this time still a lot, who's kind of the doer. And it was really the Bushnell-Alcorn story around Atari that really brought that home where you had this guy way out front of the curve but you have to have the person behind who's actually building the vision in real material. >> Yeah, I mean I think something that's really important to understand, and this is something that I was really trying to bring out in the book, is that we usually only have room in our stories for one person in the spotlight when innovation is a team sport. And so, the kind of relationship that you're talking about with Nolan Bushnell, who started Atari, and Al Alcorn who was the first engineer there, it's a great example of that. And Nolan is exactly this very out there person, big curly hair, talkative, outgoing guy. After Atari he starts Chuck E. Cheese, which kind of tells you everything you need to know about someone who's dreaming up Chuck E. Cheese, super creative, super out there, super fun oriented. And you have working with him, Al Alcorn, who's a very straight laced for the time, by which I mean, he tried LSD but only once. (cumulative laughing) Engineer, and I think that what's important to understand is how much they needed each other, because the stories are so often only about the exuberant out front guy. To understand that those are just dreams, they are not reality without these other people. And how important, I mean, Al Alcorn told me look, "I couldn't have done this without Nolan, "kind of constantly pushing me." >> Right, right. >> And then in the Apple example, you actually see a third really important person, which to me was possibly the most exciting part of everything I discovered, which was the importance of the guy named Mike Markkula. Because in Jobs you had the visionary, and in Woz you had the engineer, but the two of them together, they had an idea, they had a great product, the Apple II, but they didn't have a company. And when Mike Markkula shows up at the garage, you know, Steve Jobs is 21 years old. >> Jeff Frick: Right. >> He has had 17 months of business experience in his life, and it's all his attack for Atari, actually. And so how that company became a business is due to Mike Markkula, this very quiet guy, very, very ambitious guy. He talked them up from a thousand stock options at Intel to 20,000 stock options at Intel when he got there, just before the IPO, which is how he could then turn around and help finance >> Jeff Frick: Right. >> The birth of Apple. And he pulled into Apple all of the chip people that he had worked with, and that is really what turned Apple into a company. So you had the visionary, you had the tech guy, you also needed a business person. >> But it's funny though because in that story of his visit to the garage he's specifically taken by the engineering elegance of the board >> Leslie Berlin: Right. >> That Woz put together, which I thought was really neat. So yeah, he's a successful business man. Yes he was bringing a lot of kind of business acumen value to the opportunity, but what struck him, and he specifically talks about what chips he used, how he planned for the power supply. Just very elegant engineering stuff that touched him, and he could recognize that they were so far ahead of the curve. And I think that's such another interesting point is that things that we so take for granted like mice, and UI, and UX. I mean the Atari example, for them to even think of actually building it that would operate with a television was just, I mean you might as well go to Venus, forget Mars, I mean that was such a crazy idea. >> Yeah, I mean I think Al ran to Walgreens or something like that and just sort of picked out the closest t.v. to figure out how he could build what turned out to be Pong, the first super successful video game. And I mean, if you look also at another story I tell is about Xerox Park; and specifically about a guy named Bob Taylor, who, I know I keep saying, "Oh this might be my favorite part." But Bob Taylor is another incredible story. This is the guy who convinced DARPA to start, it was then called ARPA, to start the ARPANET, which became the internet in a lot of ways. And then he goes on and he starts the computer sciences lab at Xerox Park. And that is the lab that Steve Jobs comes to in 1979, and for the first time sees a GUI, sees a mouse, sees Windows. And this is... The history behind that, and these people all working together, these very sophisticated Ph.D. engineers were all working together under the guidance of Bob Taylor, a Texan with a drawl and a Master's Degree in Psychology. So what it takes to lead, I think, is a really interesting question that gets raised in this book. >> So another great personality, Sandra Kurtzig. >> Yeah. >> I had to look to see if she's still alive. She's still alive. >> Leslie Berlin: Yeah. >> I'd love to get her in some time, we'll have to arrange for that next time, but her story is pretty fascinating, because she's a woman, and we still have big women issues in the tech industry, and this is years ago, but she was aggressive, she was a fantastic sales person, and she could code. And what was really interesting is she started her own software company. The whole concept of software kind of separated from hardware was completely alien. She couldn't even convince the HP guys to let her have access to a machine to write basically an NRP system that would add a ton of value to these big, expensive machines that they were selling. >> Yeah, you know what's interesting, she was able to get access to the machine. And HP, this is not a well known part of HP's history, is how important it was in helping launch little bitty companies in the valley. It was a wonderful sort of... Benefited all these small companies. But she had to go and read to them the definition of what an OEM was to make an argument that I am adding value to your machines by putting software on it. And software was such an unknown concept. A, people who heard she was selling software thought she was selling lingerie. And B, Larry Ellison tells a hilarious story of going to talk to venture capitalists about... When he's trying to start Oracle, he had co-founders, which I'm not sure everybody knows. And he and his co-founders were going to try to start Oracle, and these venture capitalists would, he said, not only throw him out of the office for such a crazy idea, but their secretaries would double check that he hadn't stolen the copy of Business Week off the table because what kind of nut job are we talking to here? >> Software. >> Yeah, where as now, I mean when you think about it, this is software valley. >> Right, right, it's software, even, world. There's so many great stories, again, "Troublemakers" just go out and get it wherever you buy a book. The whole recombinant DNA story and the birth of Genentech, A, is interesting, but I think the more kind of unique twist was the guy at Stanford, who really took it upon himself to take the commercialization of academic, generated, basic research to a whole 'nother level that had never been done. I guess it was like a sleepy little something in Manhattan they would send some paper to, but this guy took it to a whole 'nother level. >> Oh yeah, I mean before Niels showed up, Niels Reimers, he I believe that Stanford had made something like $3,000 off of the IP from its professors and students in the previous decades, and Niels said "There had to be a better way to do this." And he's the person who decided, we ought to be able to patent recombinant DNA. And one of the stories that's very, very interesting is what a cultural shift that required, whereas engineers had always thought in terms of, "How can this be practical?" For biologists this was seen as really an unpleasant thing to be doing, don't think about that we're about basic research. So in addition to having to convince all sorts of government agencies and the University of California system, which co-patented this, to make it possible, just almost on a paperwork level... >> Right. >> He had to convince the scientists themselves. And it was not a foregone conclusion, and a lot of people think that what kept the two named co-inventors of recombinant DNA, Stan Cohen and Herb Boyer, from winning the Nobel Prize is that they were seen as having benefited from the work of others, but having claimed all the credit, which is not, A, isn't fair, and B, both of those men had worried about that from the very beginning and kept saying, "We need to make sure that this includes everyone." >> Right. >> But that's not just the origins of the biotech industry in the valley, the entire landscape of how universities get their ideas to the public was transformed, and that whole story, there are these ideas that used to be in university labs, used to be locked up in the DOD, like you know, the ARPANET. And this is the time when those ideas start making their way out in a significant way. >> But it's this elegant dance, because it's basic research, and they want it to benefit all, but then you commercialize it, right? And then it's benefiting the few. But if you don't commercialize it and it doesn't get out, you really don't benefit very many. So they really had to walk this fine line to kind of serve both masters. >> Absolutely, and I mean it was even more complicated than that, because researchers didn't have to pay for it, it was... The thing that's amazing to me is that we look back at these people and say, "Oh these are trailblazers." And when I talked to them, because something that was really exciting about this book was that I got to talk to every one of the primary characters, you talk to them, and they say, "I was just putting one foot in front of the other." It's only when you sort of look behind them years later that you see, "Oh my God, they forged a completely new trail." But here it was just, "No I need to get to here, "and now I need to get to here." And that's what helped them get through. That's why I start the book with the quote from Raiders of the Lost Ark where Sallah asks Indy, you know basically, how are you going to stop, "Stop that car." And he says, "How are you going to do it Indy?" And Indy says, "I don't know "I'm making it up as I go along." And that really could almost be a theme in a lot of cases here that they knew where they needed to get to, and they just had to make it up to get there. >> Yeah, and there's a whole 'nother tranche on the Genentech story; they couldn't get all of the financing, so they actually used outsourcing, you know, so that whole kind of approach to business, which was really new and innovative. But we're running out of time, and I wanted to follow up on the last comment that you made. As a historian, you know, you are so fortunate or smart to pick your field that you can talk to the individual. So, I think you said, you've been doing interviews for five or six years for this book, it's 100 pages of notes in the back, don't miss the notes. >> But also don't think the book's too long. >> No, it's a good book, it's an easy read. But as you reflect on these individuals and these personalities, so there's obviously the stories you spent a lot of time writing about, but I'm wondering if there's some things that you see over and over again that just impress you. Is there a pattern, or is it just, as you said, just people working hard, putting one step in front of the other, and taking those risks that in hindsight are so big? >> I would say, I would point to a few things. I'd point to audacity; there really is a certain kind of adventurousness, at an almost unimaginable level, and persistence. I would also point to a third feature at that time that I think was really important, which was for a purpose that was creative. You know, I mean there was the notion, I think the metaphor of pioneering is much more what they were doing then what we would necessarily... Today we would call it disruption, and I think there's a difference there. And their vision was creative, I think of them as rebels with a cause. >> Right, right; is disruption the right... Is disruption, is that the right way that we should be thinking about it today or are just kind of backfilling the disruption after the fact that it happens do you think? >> I don't know, I mean I've given this a lot of thought, because I actually think, well, you know, the valley at this point, two-thirds of the people who are working in the tech industry in the valley were born outside of this country right now, actually 76 percent of the women. >> Jeff Frick: 76 percent? Wow. >> 76 percent of the women, I think it's age 25 to 44 working in tech were born outside of the United States. Okay, so the pioneering metaphor, that's just not the right metaphor anymore. The disruptive metaphor has a lot of the same concepts, but it has, it sounds to me more like blowing things up, and doesn't really thing so far as to, "Okay, what comes next?" >> Jeff Frick: Right, right. >> And I think we have to be sure that we continue to do that. >> Right, well because clearly, I mean, the Facebooks are the classic example where, you know, when he built that thing at Harvard, it was not to build a new platform that was going to have the power to disrupt global elections. You're trying to get dates, right? I mean, it was pretty simple. >> Right. >> Simple concept and yet, as you said, by putting one foot in front of the other as things roll out, he gets smart people, they see opportunities and take advantage of it, it becomes a much different thing, as has Google, as has Amazon. >> That's the way it goes, that's exactly... I mean, and you look back at the chip industry. These guys just didn't want to work for a boss they didn't like, and they wanted to build a transistor. And 20 years later a huge portion of the U.S. economy rests on the decisions they're making and the choices. And so I think this has been a continuous story in Silicon Valley. People start with a cool, small idea and it just grows so fast among them and around them with other people contributing, some people they wish didn't contribute, okay then what comes next? >> Jeff Frick: Right, right. >> That's what we figure out now. >> All right, audacity, creativity and persistence. Did I get it? >> And a goal. >> And a goal, and a goal. Pong, I mean was a great goal. (cumulative laughing) All right, so Leslie, thanks for taking a few minutes. Congratulations on the book; go out, get the book, you will not be disappointed. And of course, the Bob Noyce book is awesome as well, so... >> Thanks. >> Thanks for taking a few minutes and congratulations. >> Thank you so much Jeff. >> All right this is Leslie Berlin, I'm Jeff Frick, you're watching theCUBE. See you next time, thanks for watching. (electronic music)

>> Announcer: Live from Manhattan it's the Cube. Covering AWS Summit New York City 2017. Brought to you buy Amazon Web Services. >> Hello and welcome to the Big Apple. AWS Summit kicking off here at the Javits Convention Center New York, New York. Along with Stu Miniman, I'm John Walls, welcome to the Cube as we continue our coverage here. Really I feel like this is ongoing, Stu, as far as what we're doing with AWS (mumbles) public sector summit. AWS from the outside in for a very long time. So tell me what you make of this. I mean regional show, we probably have four or 5,000 folks here, good turnout. What's the vibe you got, what's the feeling? >> It's really interesting 'cause we've covered a few of the regional summits but it's the first one that I've attended. I'm actually already have been starting to plan for AWS reinvent, which is the big show in November. Expecting probably around 50,000 people at that show, but I think four years ago, four and a half years ago when I went to the first (mumbles) summit in Las Vegas, it was about the size of what this show is. So Adrian Cockcroft got up on stage, said there were about 20,000 people registered. Of course registered doesn't mean that they're all here. A lot of people I know watching the live stream as well as it's free to attend so if I'm in New York City, there's just a few people in New York that care about tech probably. So maybe they'll pop in sometime for today, but in the keynote there's definitely a few thousand people. It's a good sized expo hall here. This could be a five or 6,000 person event for the size of the expo hall that they have here, and the Javits center can really hold some big activity here. Impressive at scope because Amazon and the cloud is still in early days. As Jeff (mumbles) says, there is no day two, we're always day one and what's going on. Went through a lot of announcements, a lot of momentum, a lot of revenue in this big cloud thing. >> You talk about Adrian too, we'll get to his keynote comments in a little bit. Talking about revenue growth still in the uptick year to year 42%. So still going there, but then on the other side you do se some writing going on that maybe upticks slowing down just a hair as far as cloud deployment goes. >> Yeah that's a great thing, 'cause we're all staring at the numbers and it's no longer, Amazon right now is not growing 75, 80% as opposed to the companies trying to catch up to them, like Microsoft, is growing at more of that 75 (talking over each other) >> But Amazon if you look at infrastructured service, is the largest out there. What was it, it was a 16 billion dollar run rate looking at the last 12 months looking back. Still over 40% growth rate. So yes is the growth slowing down a little bit, but that's just because they're not at a big number so it's a little tougher, but they keep adding services, they keep adding users. Some big users up on stage, some new services getting announced because the way Andy Jassy puts it, I mean everyday when you wake up, there's another three services from Amazon. So it's not like they had to say, oh geeze, can we hold something off? I go to the typical enterprise show and it's like, oh we're going to have this bundle announcements that we do. Amazon could have one of these every week somewhere and everyday could be like, here's three new services and they're kind of interesting because everyday that's kind of what they have. >> Yeah and I don't mean to paint it like the wolf is at the door, by any means, but the competitors are at the door. So how much of that factors into this space (mumbles) you pointed everybody else has this huge market share. They're not even (mumbles) they're like the elephant and the gorilla in the room, but at the same time, you do, as you're coming on, Google's still out there looking. There's another player as well. >> Well if you talk to the Amazon people, they don't care about the competitors, they care about their customers. So they focus very much on what their customers are doing. They work on really small teams. If we want to talk about a couple of the announcements today, one of the ones that, at least the community I was watching, it's AWS glue, which really helps to get ETL, which is the extract, transform, and load really a lot of the heavy lifting and undifferentiated heavy lifting that data scientists are doing. Matt Wood, who was up on the keynote said 75% of their time is done on this kind of stuff, and here's something that can greatly reduce it. Few people in the Twitter stream were talking about they've used the beta of it. They're really excited. It was one that didn't sound all that exciting, but once you get into it it's like, oh wow, game changer. This is going to free up so much time. Really accelerate that speed of what I'm doing. Adrian Cockcroft talked about speed and flight freeing me from some of the early constraints. I'm an infrastructure guy by background and everything was like, and I've got that boat anchor stuff that I need to move along and the refresh cycles, and what do I have budget for today? And now I can spin things up so much faster. They give an example of, oh I'm going to do this on Hive and it's going to take me five years to do it as opposed to if I do it in the nice AWS service it takes 155 seconds. We've had lots of examples like this. One of the earliest customers I remember talking to over four years ago, Cycle Computing was like, we would build the super computer and it would have taken us two years and millions of dollars to build, and instead we did the entire project in two months and it cost us $10,000. So those are the kind of transformational things that we expect to hear from Amazon. Lots of customers, but getting into the nuance of it's a lot of building new service. Hulu got on stage and it wasn't that, they didn't say we've killed all of our data centers and everything that you do under Hulu is now under AWS. They said, we wanted to do live TV and live TV is very different from what we had built for in our infrastructure, and the streaming services that Amazon had, and the reach, and the CDN, and everything that they can do there makes it so that we could do this much faster and integrate what we were doing before with the live TV. Put those things together, transformational, expand their business model, and helps move forward Hulu so as they're not just a media company, they're a technology company and Amazon and Amazon support as a partner helps them with that transformation. >> So they're changing their mission obviously, and then technologically they have the help to do that. Part of the migration of AWS migration, we talked about that as well, one of those new services that they rolled out today. I think the quote was migration is a journey and we're going to make it a little simpler right now. >> Yeah we've been hearing for the last couple of years the database. So you know whether I've got Oracle databases, whether it was running SQL before. I want to migrate them, and with Amazon now, I have so many different migration tools that this migration hub now is going to allow me to track all of my migrations across AWS. So this is not for the company that's saying, oh yeah I'm tinkering with some stuff and I'm doing some test dev, but the enterprise that has thousands of applications or lots of locations and lots of people, they now need managers of managers to watch this and some partners involved to help with a lot of these services, but really sprawling all of the services that Amazon have every time they put up one of those eye charts with just all of these different boxes. Every one of them, when you tend to dig in it's like, oh machine learning was a category before and now there's dozens of things inside it. You keep drilling down, I feel like it's that Christopher Nolan movie, Inception. We keep going levels deep as to kind of figure it out. We need to move at cloud time, which is really fast as opposed to kind of the old enterprise time. >> We hit on machine learning. We saw a lot of examples that cut across a pretty diverse set of brands and sectors, and really the democratization of machine learning more or less. At least that was the takeaway I got from it. >> And absolutely. When you mention the competition, this is where Google has a strong position in machine learning. Amazon and Microsoft also pushing there. So it is still early days in machine learning and while Amazon has an undisputed lead in overall cloud, machine learning is one of those areas where everybody's starting from kind of the starting point and Amazon's brought in a lot of really good people. They've got a lot of people working on teams and building out new services. The one that was announced at the end of the keynote is Amazon Macie, which is really around my sensitive data in a global context using machine learning to understand when something's being used when it shouldn't and things like that. I was buying my family some subway tickets and you could only buy two metro cards with one credit card because even if I put in all the data, it was like, no we're only going to let you buy two because if somebody got your credit card they could probably get that and do that. So that's the kind of thing that you're trying to act fast with data no matter where you are because malicious people and hackers, data is the new oil, as we said. It's something that we need to watch and be able to manage even better. So Amazon keeps adding tools and services to allow us to use our data, protect our data, and harness the value of data. I've really said, data is the new flywheel for technology going forward. Amazon for years talked about the flywheels of customers. They add new services, more customers come on board that drives new services and now data is really that next flywheel that's going to drive that next bunch of years of innovation to come. >> You've talked a lot about announcements that we just heard about in the keynote. Big announcement fairly recently about the cloud data computing foundation. So all of the sudden they, I'd say not giving the Heisman, if you will, the Kubernetes, but maybe not embracing it, right? Fair enough to say. Different story now. All of the sudden they're platinum level on the board. They have a voice on how Kubernetes is going to be rolled out going forward, or I guess maybe how Kubernetes is going to be working with AWS going forward. >> And my comment, I gave a quote to SiliconANGLE. I'm on the analyst side of the media. This side had written an article and I said, it's a good step. I saw a great headline that was like, Amazon gives $350,000. They're at least contributing with the financial piece, but when you dig in and read, there was a medium blog post written by Adrian Cockcroft. He didn't touch on it at all in the keynote this morning. Which I was a little surprised about, but what he said is, we're contributing, we're greatly involved, and there's all of these things that are happening in the CNCF, but Amazon has not said, and here is our service to enable Kubernetes as a first class citizen in there. They have the AWS container service, which is ACS which doesn't use Kubernetes. Until this recent news, I could layer Kubernetes on top and there are a lot of offerings to do that. What I'd like to be able to hear is, what service is really Amazon going to offer with that. My expectation not knowing any concrete details is by the time we get to the big show in November, they will have that baked out war, probably have some announcements there. Hoping at this show to be able to talk to some people to really find out what's happening inside really that Kubernetes piece, 'cause that helps not only with really migrations. If I'm built with Kubernetes, it's built with containers. Containers are also the underlying component when I'm doing things like serverless, AWS Lambda. So if I can use Kubernetes, I can build one way and use multiple environments. Whether that be public cloud or private clouds. So how much will Amazon embrace that, how much will they use this. as well we're enabling Kubernetes so if you've got a Kubernetes solution, you can now get into another migration service to Amazon or will they open up a little bit more? We've really been watching to see as Amazon builds out their hybrid cloud offering. Which is how do they get into the customer's data center because we've seen that maturation of public cloud only, everything into the public cloud to now Lambda starts to reach out a little bit with the green grass, they've got their snow balls, they've got the partnership with VMware, which we expect to hear lots more about at VMworld at the end of this month. They've got partnerships with Redhat and a whole lot of other companies that they're working at to really expanding how they get all of these wonderful Amazon services that are in the public cloud. How do they reach into the customer's data centers themselves and start leveraging those services? All of those free services of data that are getting added. Lots of companies would want to get access to them. >> Well full lineup of guests, as always. Great lineup of guests, but before we head out, you said you're with Wikibon, you do great analyst work there and you've got that inquiring mind. You're a curious guy. What are you curious about today? What do you kind of want to walk away from here tonight learning a little bit more about? >> So as I mentioned, the whole Kubernetes story absolutely is one that we want to hear about. Going to talk to a lot of the partners. So we've seen a lot of the analytics machine learning type solutions really getting to the public (mumbles) so it's good to get a pulse of really this ecosystem because while Amazon is, we've said it's not only the elephant in the room, Dave Alante, the chief analyst at Wikibon said, they're the cheetah, they move rally fast, they're really nimble. Amazon, not the easiest always to partner with. How's the room feel, how are the customers, how are the partners, how much are they really in on AWS, how many of them are multi cloud and I'm using Google for some of the data solutions and Microsoft apps really have me involved. So Amazon loves to say people that are all in. We had one of the speakers that talked, Zocdoc, which one that allows me to set appointments with doctors much faster using technology. Analytics say rather than 24 days you could do 24 hours. They went from no AWS to fully 100% in on AWS in less than 12 months. So those are really impressive ones. Obviously it's a technology center company but you see large companies. FICO was the other one up on stage. Actually hopping to have FICO on the program today. They are, what was it, over a 60 year old company so obviously they have a lot of legacy, and how AWS fits into their environment. I actually interviewed someone from FICO a couple of years ago at an OpenStack show talking about their embrace of containers and containers allows them to get into public cloud a little bit easier. So I'd love to kind of dig into those pieces. What's the post of the customers, what's the post of the partner ecosystem, and are there chinks in the armor? You mentioned the competitive piece there. Usually when you come to an Amazon show, it's all Amazon all the time. The number one gripe usually is it's kind of pricing, and Amazon's made some moves. We did a bunch of interviews the week of the Google Next event talking about Google cloud and there was a lot of kind of small medium business that said Google was priced better, Google has a clear advantage (mumbles) I'm going away from Amazon. The week after the show, Amazon changed their pricing, talked to some of the same people and they're like, yeah Amazon leveled the playing field. So Amazon listens and moves very fast. So if they're not the first to create an offering, they will spin something up very fast. They can readjust their security, their pricing to make sure that they are listening to their customers and meeting them not necessarily in response to competitors, but getting what the customers need and therefore if the customers are griping a little bit about something that they see that's interesting, or a pain point that they've had. Like we've talked about the AWS Glue wasn't something that a competitor had. It was that this is a pain point that they saw a lot of time is on it, and they are looking to take that pain out. One of the line that always gets poked about Amazon is they say your margin is our opportunity and your pain as a customer is our opportunity too. So Amazon always listening. >> All right, a lot on the plate here this day we have for you at AWS Summit. We'll be back with much more as we continue here on the Cube and AWS Summit 2017 from New York City. (upbeat techno music)