>>live from Las Vegas. It's the Q covering you. I pat Forward America's 2019. Brought to you by you, I path Welcome >>back to Las Vegas. Everybody's is Day two of the Cubes coverage of you AI Path forward. Three. This is the third year of North American Conference, and second year the Cube is covered. This Anthony at Batista's here, Cuba. Lami was on last year from from Deloitte. He's a principal there, Anthony. Good to see again. >>Great to be here. Great. >>Yes. So it is. I mean, we've seen the growth of our P A. Generally you AI path, the whole automation were starting to talk about intelligent automation. A. I has its wings, and it's starting toe sore. But give us the update from a year ago. We talked about, you know, accelerating last year. I think it was you had a really good statements around looking, Yes, go on Fast is good, but you wanna accelerate the right things, you know, speeding up for bad processes. Paving the cow path, as I sometimes call it, is really not the way to go. But what's new? >>So I do think there's still some issues around getting programs t to scale and thinking about automation at scale, which has been a major theme here. The conference is still in front of us. People are still figuring out how the climate that curve well, I think is new is way Thought about automation before it was, it was a whore statement was that humans or automation is about going to replace the human on. I really think we've no lights. Always had a campaign about I t a. I that that we kicked off a couple of years ago and said, How do we have automation and humans interact with each other? And I don't just mean attended, attended bots, But how do we actually start to use automation as sort of the glue that hang together a much more rich experience to start to put the components there? So that leads us to the age of with, which is how we how we use technology along with humans, to change their role in there been some great talks. One of my partners earlier they was here with Walmart's, his client on. They talked about how they're redefining the HR processes at Wal Mart on that was That was a really good presentation because they changed the workers work. They didn't replace workers. >>So how was this concept of the age of with how is that different than attended? Boss, can you maybe talk about a possible use case or example? >>So if you think about a call center way, know who's coming in? We used to just look them up and say, Hey, do we know who's calling? Now we can say that we know is calling. Do they have a history with us? Way can use data, and that's another part of the width. Is Dave plus analytics with automation? And we could say, Well, what else do we know about this person to have a history of calling us? They have an open ticket. Have they had some issues or complaints in the past that we can deal with or get in front of on and basically start to put the intelligence in the front end? And that could be unattended, right? That could just be some screen pops around automation way start to introduce natural language. We start to introduce some advanced analytics, and that would be a simple, simple way of enhancing that process. >>So let me double click on that so normally what you would get this year in the other end of the line of the call center. And it's like, Hold on, I'm just reading the notes and you know, they're scanning these notes. It's like an eye test, you know, and they can't. They can't ever get to see. It's a faster for you to just explain. Let me tell you what what I'm imagining is in a different experience where this is happening in near real time, getting pop ups or some other messaging. Is that absolutely experience on how real is this today? >>This Israel. And you know, I I always like to say all them anything. All the main thing is easy if you just take the process, repave the cow path. But it's very real because the natural language components they work up front. Now you can ask some questions you could start to do pre searches on which materials might might help with that type of question. You also can train the process over time. So daily overtime. What's the call satisfaction? Did you actually complete what it was? The call got started about on how quickly you do that so you could train these models and start to use machine learning to actually improve that experience even further. So I think that's left again, back to the whip. It's adding these components. >>I like talking to folks with a consulting background because you know, when you're talking to the vendor community, they get very excited about our why and how you know, lack of disruption to install some software, right? And so that's one of the advantages, I guess, of our P A. As you can pop it into an existing process, good or bad, and get going right away. We've seen this time and time again in the industry. When you have when you have a big force people to change, you know it's slow When you can show Immediate Roo. I start to see these rocket ships at the same time as a consultant, you really want to have a bigger impact on business you don't want to just repeat in automate Bad process is. So how do you work with clients to sort of manage that that insatiable desire for quick R A y, and then the transformative components that. You know, I could maybe defend you from disruption or allow you to be an incumbent disruptor. >>So I think what's interesting is transformation. Use the word we were really good transformation program. So starting to say how that we think of automation first as we do a traditional transformation program is is very near and dear to us now. And instead of saying, Hey, we're gonna bolt the ear piece system and then figure out if we can get some improvement by automating later. We're saying, you know what? Let's sort of double go backwards. Maybe it's a little fashion, but what is this whole process look like? And can we put automation and launch not is a process improvement after lunch? So I think we think of these transformation programmes, But AARP programs for ready and they're doing at automation is now on the tip of the front end of the program rather than afterthought. Reporting used to be >>right, so I mean, >>you guys >>have to be technology agnostic in your business. I mean, we happen to be a U IE path conference, but there, you know, if our p a generally you iPad specifically, it's not a panacea for all problems. I mean, we've talked about a I we talked about other automation process automation capabilities. You've got existing systems. All this stuff has to work together. So so and people always say technology last people process first. You guys lived that, Um So how are you seeing automation evolved in in terms of adoption of the how people are dealing with existing systems and some of the other technologies that you're having to bring together. >>So I think the first thing is, the technology has to work. It has to be bulletproof, resilient. If you're going to put it in these processes and make it make it part of your work life reserving clients or that sort of thing. So first it needs to be bulletproof. That's becoming a given second. I'd like to think that's, well, architected more. Maura's. You bring in a I or other advanced components. You need thio. Be ready to have a changing ecosystem. You know, the best document processing right now might not be the best in six months. So starting to think of your automation solution is that the technical glue and this is allow you to swap out the trade components as you as you refined processes going forward or something new hits the market. So now we're working ecosystem, I think, for the r p a. Vendors that are having great success in a market like you have have they sort of give you that platform, and they give you the off ramps and the on ramps to integrate the other technologies. And like I said, I think that's table stakes in addition, being bulletproof. But the next piece of that is how we get various people involved in the value proposition of creating automation. So various tools and studios, some for the business user that might not be as technical, maybe self designed about it, eh? Process description level on, then maybe a more technical work bench for the technical body builder. So I'm starting to see that in the product suite and somebody announcements here this week. Hallie, we tailor the tools to different users and engage them in that process from one into the other. >>So you mentioned scaling before what the blockers, what's the challenges of scaling? Why's it seemed to be so hard? It's clearly an area of focus here at this event. >>So I think first of all, the technology is is still new to some areas. They're still back and forth with the business or I t led initiative. I think there are some scars and wounds over the last few years of automation where people might have gotten started on the wrong foot. There's even some reduced to learn from. So I think people are looking for the business case. They're getting more comfortable with it. So the job sizes, deal sizes, air getting bigger for the FDA vendors and for us. But I think it's just an evolution. And, like I said, there a lot of stubbed toes early on a nomination. >>What are >>some of the big mistakes that you've seen? People make >>people thinking that it's only a business tool, or only a technology tool or technology to the point that they get started on something that becomes either a real technology problem, a real business problem? Maybe you told the body out in the business, and you attach it to your ear piece system and you cause performance problems or you have security problems on. Then it becomes a real I t problem also seeing the reverse where you know, when I t group will start and say Let's do some automation And they pushed into some departments it might have a fully big business case, might now have good support, and it becomes a technology science project rather than delivery in the real value. >>I was tryingto a week sort of Think about analogies. Analogous ascendance sees in software. I use service now a little bit, but that was kind of a heavy lift. It started an I t. It was very clear. You know, I t You're seeing this massive rapid growth of you ai path fastest growing probably the fastest growing software segment in history and striking to me that we're just now starting to see Cloud come into the play here. If we just you iPad that big announced this week. It's got this new SAS capability, which you would think you would, you know, be born in the cloud. But people have explained why that is. Do you have concerns about the pace of growth and a company like you I path and its competitors their ability to sort of keep up and continue to deliver quality. I mean, a big part of what you guys do is sort of risk management. Well, so how do you manage that risk? >>So I think what you look for if you're going to be in the lion's partner, if you're going the work together and pursue things together first you have to have the basics. It has to be bulletproof. It has to work. When you hit bumps in the road, you have to have escalation pass. That makes sense. And there's growing pains in any firm, or any company that grows grows as quickly as you tap. On the other hand, the question is, your culture is the line. Do you know the fix problems? Do you put your customers first? I think that's what we look like. Look at in the lions, which is how we have a partner with. People have similar DNA about customers first, and you put everything else aside, roll your sleeves up and do the right thing. So that's what we look for in lines like This >>Way. Always talked about the buzzwords of digital transformation, which conferences like this, it is kind of buzzy, but when you talk to customers, they're actually going through digital transformations. And then a couple years ago, they started experimenting. They bought one of everything and they'd run things in parallel with, you know, legacy systems. But now they're starting to place their bets, saying, actually, we've got some use cases that are working. We're gonna double down on the stuff that, you know, we think works. Our p a in some cases fits there. We're gonna unplug some of the legacy stuff and try to deal with our technical debt. But I guess my question is, where do you see our P? A fitting in to that whole digital transformation? Major, I like to think of a matrix where you've got different sets of service is and you've got different industries that are tapping, you know, all data centric that that are tapping these new capabilities and formulating new businesses. News industries. That's how you see this disruption happening. And then the incumbent saying, Hey, we've got assets to we're gonna tap that same matrix and whether it's open source software or cloud or new security paradigms or data and analytics. So where do you see our P? A fitting into that matrix? >>So I think at the glue level. At the architectural level, it can be the orchestrator of the experience of taking a variety technologies integrating them, providing again on ramps and off ramps, doing with a human canoe, looking at screens, analyzing content so it could be the glue that orchestrates those processes orchestrates. Maybe some of the so it was used to be a void between legacy systems and new systems on darky A helps take all that away or level the playing field on. That s So that's has another set of eyes and ears for process integration, our technology integration. And I think that's what it's probably it's best place now. Are there good process tools there? Can we get, you know, community developments? A big discussion right now. I think some people have been successful at it, but it requires a lot of care and feeding and planning to have your community hand the rails or stay between the curbs and do useful things. So I think we're in the beginning of how far can we go with community development? I think the technology is really the glue. >>So community of elven terms of best practice sharing >>and users have developing their own bots. You know, what are the guardrails? Does the process? They're automating matter. Does it introduced a risk? Eyes going to perform. How do you make sure your bots are an evil that people are creating? It's a pretty powerful technology. >>Is their I p in there that you don't want it? We talked about this last year that you don't want to necessarily share with others. So, um, now your role used to have focused specifically in financial service is now you're more horizontal. But how does the light look at this opportunity? Is there is it an automation practice? Is it you cut across all industries with automation, or is it sort of broader than that? >>So my colleague here runs the offering, which is Do we have the people, the training, the tools that delivery centers in the know how to go out and do this kind of work? And we've scaled tremendously in the automation space. The second part is, how do we look to the Jason sees? So we work very closely with our colleagues in a I and ML when we say how we go do the next generation of this out of the gate, How we experiment, how we say, Do you want fries with that as we as we do some of this work. But then we look for the industry in the intersection, and that's where a firm like Lloyd we've got deep, deep industry expertise, way say, well, those intersections where we can go make something happen way come work with our partners are lions you know, partners in making making something happen at an industry specific level, or can we go solve a specific problem? So I think that's what we bring that unique. But we do it both ways. >>It's kind of off off the topic here, but I was talking about that matrix before and again. I'm envisioning technology, horizontal technologies and then vertical industries, and it used to be for decades if you were in it. And if you're in financial service is, you are pretty much stuck in financial service is you had a value chain that was specific to financialservices, and you knew it inside and out, whether it was product development or marketing or sales distribution, whatever it was. That same thing for automobiles on manufacturing, an education on and on and on, and you develop these industry areas of expertise and domain experts with in there. And you guys have built up a global powerhouse doing, But you're seeing a CZ digital. It's cos. Become digital. What's the difference in the business in a digital business? That's how they use data. Data is at the core, and you're now seeing organizations Company's tech company specifically traverse different industries. You're seeing Amazon, you know, in content you're seeing Apple and financialservices other companies getting into health care. >>How is >>that? First of all, you see that and what do you think it was driving that? And how does that affect your business? Or your clients asking youto help you traverse new new industries, get into new industries or defend against others? You know, these big tech companies tryingto with a duel, disruption agenda, trying to take him >>over, and the center of all that you mentioned a little. But the center of that is who the ultimate customers, and we'll experience that they want how they want that experience integrated, so it's not channel by channel anymore. It's which pieces fit together and how I want to buy things and how I want to be serviced. You're getting whole crossed economies around what the consumer wants, unable by technology. I think the other thing that plays into that is you start thinking of the Internet of things and how connected people are. And how do you use monetize and integrate data about particular people and how they want to be served to make that a better experience? I think the consumer ultimately is driving. A lot of that technology is in the billions. >>Yeah, is you think about that picture again. You'd like to use a metaphor of a matrix. I mean, I see our p a is just, you know, one piece of that. You know, there's so many others you mentioned. I o t We talk about a I all the time we talk about Blockchain. It's how you put those different capabilities together and apply them to your business. That really makes the difference. Not that RPG right now feels very tactical, but it's part of a much more strategic agenda. >>Absolutely on again. It could be the glue in an ecosystem of emerging technologies. I do see there's the eyes and ears. The fact that what you get out of the box from regular p. A vendor. Really? Integrate some really, really painful things. Looking at spreadsheets and thinking the guys with green visors column numbers. It's really good at that stuff as, ah, base task. >>Yeah, nothing wrong with tactical and quick. Roo, I So, Anthony, thanks very much for coming on The Cube. Really appreciate your time. >>Thank you. Great to be here >>to welcome. All right, Keep right, everybody. We're back with our next guest. Day two from you. I path forward in Las Vegas. You watching the cue?

(upbeat music) >> Announcer: From downtown San Francisco, it's theCUBE covering RSA North America 2018. Hey welcome back everybody, Jeff Frick here with theCUBE. We're at RSA's North American Conference 2018 at downtown San Francisco. 40,000 plus people talking about security. Security continues to be an important topic, an increasingly important topic, and a lot more complex with the, having a public cloud, hybrid cloud, all these API's and connected data sources. So, it's really an interesting topic, it continues to get complex. There is no right answer, but there's a lot of little answers to help you get kind of closer to nirvana. And we're excited to have Misha Govshteyn. He's the co-founder and SVP of Alert Logic, CUBE alumni, it's been a couple years since we've seen you, Misha, great to see you again. >> That's right, I'm glad to be back, thank you. >> Yeah, so since we've seen you last, nothing has happened more than the dominance of public cloud and they continue to eat up-- >> I think I predicted it on my past visits. >> Did you predict it? Wow that's good. >> But I think it happened. >> But it's certainly happening, right. Amazon's AWS' run rate is 20 billion last reported. Google's making moves. >> Their conference is bigger than ours right now. >> Is it? >> That's 45,000 people. >> Yeah, it's 45,000, re:Invent, it's nuts, it's crazy. and then obviously Microsoft's making big moves, as is Google cloud. So, what do you see from the client's perspective as the dominance of public cloud continues to grow, yet they still have stuff they have to keep inside? We have our GDPR regs are going to hit in about a month. >> Well one thing's for sure is, it's not getting any easier, right? Because I think cloud is turning things upside down and it's making things disruptive, right, so there's a lot of people that are sitting there and looking at their security programs, and asking themselves, "Does this stuff still work? "When more and more of my workloads "are going to cloud environments? "Does security have to change?" And the answer is obviously, it does but it always has to change because the adversaries are getting better as well, right. >> Right. >> There's no shortage of things for people to worry about. You know when I talk to security practitioners, the big thing I always hear is, "I'm having a good year if I don't get fired." >> Well it almost feels like it's inevitable, right? It's almost like you're going to, it seems like you're going to get hit. At some way, shape, or form you're going to get hit. So it's almost, you know how fast can you catch it? How do you react? >> That's a huge change from five years ago, right? Five years ago we were still kind of living in denial thinking that we can stop this stuff. Now it's all about detection and response and how does your answer to the response process works? That's the reason why, you know last year, I think we saw a whole bunch of noise about, you know machine learning and anomaly detection, and AI everywhere and a whole lot of next-generation antivirus products. This year, it seems like a lot of it is, a lot of the conversation is, "What do I do with all this stuff? "How do I make use of it?" >> Well then how do you leverage the massive investment that the public cloud people are making? So, you know, love James Hamilton's Tuesday night show and he talks about just the massive investments Amazon is making in networking, in security, and you know, he's got so many resources that he can bring to bear, to the benefit of people on that cloud. So where does the line? How do I take advantage of that as a customer? And then where are the holes that I need to augment with other types of solutions? >> You know here's the way I think about it. We had to go through this process at Alert Logic internally as well. Because we obviously are a fairly large IT organization, so we have 20 petabytes of data that we manage. So at some point we had to sit down and say, "Are we're going to keep managing things the way we have been "or are we going to overhaul the whole thing?" So, I think what I would do is I would watch where my infrastructure goes, right. If my infrastructure is still on-prem, keep investing in what you've been doing before, get it better, right? But if you're seeing more and more of your infrastructure move to the cloud, I think it's a good time to think about blowing it up and starting over again, right? Because when you rebuild it, you can build it right, and you can build it using some of the native platform offerings that AWS and Azure and GCP offer. You can work with somebody like Alert Logic. There's others as well right, to harness those abilities. I'll go out on a limb and say I can build a more secure environment now in a cloud than I ever could on-prem, right. But that requires rethinking a bunch of stuff, right. >> And then the other really important thing is you said the top, the conversation has changed. It's not necessarily about being 100% you know locked down. It's really incident response, and really, it's a business risk trade-off decision. Ultimately it's an investment, and it's kind of like insurance. You can't invest infinite resources in security, and you don't want to just stay at home and not go outside. Now that's not going to get it done. So ultimately, it's trade-offs. It's making very significant trade-off decisions as to where's the investment? How much investment? When is the investment then hit a plateau where the ROI is not there anymore? So how do people think through that? Because, the end of the day there's one person saying, "God, we need more, more, more." You know, anything is bad. At the other hand, you just can't use every nickel you have on security. >> So I'll give you two ends of the spectrum right, and on one end are those companies that are moving a lot of their infrastructure to the cloud and they're rethinking how they're going to do security. For them, the real answer becomes it's not just the investment in technology, and investing into better getting information from my cloud providers, getting a better security layer in place. Some of it is architecture right, and some of the basics right, there's thousands of applications running in most enterprises. Each one of those applications on the cloud, could be in its own virtual private cloud, right. So if it gets broken into, only one domino falls down. You don't have this scenario where the entire network falls down, because you can easily move laterally. If you're doing things right in the cloud, you're solving that problem architecturally, right. Now, aside from the cloud, I think the biggest shift we're seeing now, is towards kind of focusing on outcomes, right. You have your technology stack, but really it's all about people, analytics, data. What do you, how do you make sense of all this stuff? And this is classic I think, with the Target breach and some of the classic breaches we've seen, all the technology in the world, right? They had all the tools they needed. The real thing that broke down is analytics and people. >> Right, and people. And we hear time and time again where people had, like you said, had the architecture in place, had the systems in the place, and somebody mis-configured a switch. Or I interviewed a gal who did a live social hack at Black Hat, just using some Instagram pictures and some information on your browser. No technology, just went in through the front door, said, you know, hey, "I'm trying to get the company picnic "site up, can you please test this URL?" She's got a 100% hit rate! But I think it's really important, because as you said, you guys offer not only software solutions, but also services to help people actually be successful in implementing security. >> And the big question is, if somebody does that to you, can you really block it? And the answer a lot of times is, you can't. So the next battlefront is all about can you identify that kind of breach happening, right? Can you identify abnormal activity that starts to happen? You know, going back to the Equifax breach, right, one of the abnormal things that happened that they should've seen and for some reason didn't, you know, 30 web shells were stood up. Which is the telltale sign of, maybe you don't know how you got broken into, but because there's a web shell in your environment you know somebody's controlling your servers remotely, that should be one of those indicators that, I don't know how it happened, I don't know maybe I missed it and I didn't see the initial attack, but there's definitely somebody on a network poking around. There's still time, right? There's, you know for most companies, it takes about a hundred days on average, to steal the data. I think the latest research is if you can find the breach in less than a day, you eliminate 96% of the impact. That's a pretty big number right? That means that if you, the faster you respond, the better off you are. And most people, I think when you ask 'em, and you ask 'em, "Honestly assess your ability to quickly detect, respond, eradicate the threat." A lot of them will say, "It depends" But really the answer is "Not really." >> Right, 'cause the other, the sad stat that's similar to that one, is usually it takes many, many days, months, weeks, to even know that you've been breached, to figure out the pattern, that you can even start, you know, the investigation and the fixing. >> Somewhat not surprising, right? I don't think there's that many Security Operation Centers out there, right? There's not, you know, not every company has a SOC right? Not every company can afford a SOC. I think the latest number is, for enterprises, right, this is Fortune 2000, right, 15% of them have a SOC. What are the other 85% doing? You know, are they buying a slice of a SOC somewhere else? That's the service that we offer, but I think, suffice to say, there's not enough security people watching all this data to make sense of it right. That's the biggest battle I think going forward. We can't make enough people doing that, that requires a lot of analytics, right. >> Which really then begs, for the standalone single enterprise, that they really need help, right? They're not going to be able to hire the best of the best for their individual company. They're not going to be able to leverage you know best-in-breed, Which I think is kind of an interesting part of the whole open-source ethos, knowing that the smartest brains aren't necessarily in your four walls. That you need to leverage people outside those four walls. So, as it continues to morph, what do you see changing now? What are you looking forward to here at RSA 2018? >> So I made some big predictions five years ago, so I'll say you know, five years from now, I think we're going to see a lot more companies outsource major parts of their security right, and that's just because you can't do it all in-house right. There's got to be a lot more specialization. There's still people today buying AI products right, and having machine learning models they invest in to, there's no company I'm aware of, unless they're, you know, maybe the top five financial firms out there, that should have a, you know, security focused data scientist on staff, right? And if you have somebody like that in your environment, you're probably not spending money the right way, right. So, I think security is going to get outsourced in a pretty big way. We're going to focus on outcomes more and more. I think the question is not going to be, "What algorithm are you using to identify this breach?" The question is going to be, "How good are your identifying breaches?" Period. And some of the companies that offer those outcomes are going to grow very rapidly. And some of the companies that offer just, you know, picks and shovels, are going to probably not do nearly as well. >> Right. >> So five years from now, I'll come back and we'll talk about it then. >> Well, the other big thing, that's going to be happening in a big way five years from now, is IoT and IIoT and 5G. So, the size of the attacked surface, the opportunities to breach-- >> The data volume. >> The data volume, and the impact. You know it's not necessarily stealing credit cards, it's taking control of somebody's vehicle, moving down the freeway. So, you know, the implications are only going to get higher. >> We collect a lot of logs from our customers. Usually, the log footprint, grows at three times the rate of our revenue and customers, right. So, you know, thank god-- >> The log, the log-- >> The log volume grows-- >> volume that you're tracking for a customer, grows at three times your revenue for that customer? >> That's right. I mean, they're not growing at three times that rate, annually right, but annually, you know, we've clocked anywhere between 200% to 300% growth in data that we collect from them, IoT makes that absolutely explode, right. You know, if every device out there, if you actually are watching it, and if you have any chance of stopping the breaches on IoT networks, you got to collect a lot of that data, that's the fuel for a lot of the machine learning models, because you can't put human eyes on small RTUs and you know, in factories. That means even more data. >> Right, well and you know the model that we've seen in financial services and ad-tech, in terms of, you know, an increasing amount of the transactions are going to happen automatically, with no human intervention, right, it's hardwired stuff. >> So I think it's that balance between data size and data volume, analytics, but most important, what do you feed the humans that are sitting on top of it? Can you feed them just the right signal to know what's a breach and what's just noise? That's the hardest part. >> Right, and can you get enough good ones? >> That's right. >> Underneath your own, underneath your own shell, which is probably, "No", well, hopefully. >> I think building this from scratch for every company is madness, right. There's a handful of companies out there that can pull it off, but I think ultimately everybody will realize, you know, I'm a big audio nerd so I Looked it up, right, you used to build all of your own speakers, right. You'd buy a cabinet and you'd buy some tools, and you would build all the stuff. Now you go to the store and you buy an audio system, right? >> Right, yeah, well at least audio, you had, speakers are interesting 'cause there's a lot of mechanical interpretations about how to take that signal and to make sound, but if you're making CDs you know you got to go, with the standard right? You buy Sonos now, and Sonos is a fully integrated system. What is Sonos for security, right? It doesn't exist yet. And that's, I think that's where Security as a Service is going. Security as a Service should be something you subscribe to that gives you a set of outcomes for your business, and I think that's the only way to consume this stuff. It's too complex for somebody to integrate from best-of-breed products and assemble it just the right way. I think the parallels are going to be exactly the same. I'm not building my car either, right? I'm going to buy one. Alright Misha, well, thanks for the update, and hopefully we'll see you before five years, maybe in a couple and get an update. >> We'll do some checkpoints along the way. >> Alright. Alright, he's Misha, I'm Jeff. You're watching theCUBE from RSA North America 2018 in downtown, San Francisco. Thanks for watching. (techno music)